Table 1. Empirical studies on change... | Emerald Publishing

Table 1.

Empirical studies on change management practices in single and multiple industry settings

Study	Multiple industry/single industry study	Methodology	Key results	Change management practices (CMPs) in study
Yamakawa et al. (2012)	Single industry study, the finance sector	Multiple case study	Information technology infrastructure library (itil) implementations benefit from the usage of change management practices. The results show that the firms with a higher use of change management practices achieved higher levels of itil compliance	Change management practices most frequently used by case organizations were: forming a powerful guiding coalition; creating a vision; creating short-term wins; and communicating the vision [cmps of the study adapted from Kotter (1996)]
Higdon (2016)	Single industry study, integrated facility management (IFM)	Multiple case study	Results indicate what change management practices IFM (integrated facility management) leaders use for successful management in outsourcing initiatives. Four clusters of change management practices were identified	In the study, four clusters of change management practices were identified for successful change management: communication; data and scope; training and education; and process and procedures
Lines and Smithwick (2019)	Single industry study, the electrical contracting industry	Multiple case studies	Results identified distinct organizational change management practices that were associated with successful change adoption. Identifying how practitioners can implement organizational change management practices for their change initiatives	Change management practices associated with successful change adoption found in the study: change agent effectiveness; a realistic timescale; providing change-related training; senior-leadership commitment; measuring performance benchmarks; providing sufficient resources; and effective change message communication
Maali et al. (2020)	Single industry study, the AEC (architecture, engineering and constructing) industry	Multiple case study	Organizational change management practices were found to have a positive, statistically significant relationship with successful change adoption throughout the AEC industry. Change management practices were ranked according to their effect on successful technology change adoption in the AEC industry	Seven change management practices were studied (senior-leadership commitment, training resources, communicating the benefits of change, establishing a realistic timeframe, change agent effectiveness, clear and measured benchmarks of change progress, workload adjustments). After a multiple case study, key change management practices most related to successful change in the AEC industry were identified: change agent effectiveness; measured benchmarks; a realistic timeframe; and communicated benefits
Aldossari et al. (2021)	Single industry study, the AEC (architecture, engineering and constructing) industry	Multiple case study	The results indicate five organizational change management (OCM) practices with the strongest correlations to successful APDM (alternative project delivery methods) adoption. The study also found that traditional methods of OCM consultants to help implement organizational change do not have a significant impact on the success of adopting APDMs. The current study was the first to focus on the use of OCM practices when adopting APDMs in the AEC industry	Organizational change management practices with the strongest relationship to successful APDM (alternative project delivery methods) were identified to be: Adoption of a realistic timeframe; effective change agents; workload adjustments; senior-leadership commitment; and sufficient change-related training
Sopa (2022)	Single industry study, the logistics service providers industry	Multiple case study	The paper’s results show that factors that are the drivers of change (external and internal) have an effect on change management practices, which in turn influence organizational performance. As a result, when both the internal and external drivers cause change, organizations need to operate in accordance with the change management practices to improve their performance	Change management practices grouped under four areas: diagnosis and compatibility, communication, leadership and compensation and incentives
Ajani (2022)	Single industry study, the fast-food industry	Multiple case study	The study revealed that change management practices have a significant effect on job satisfaction, job security, employee participative decision-making and employee commitment in the Nigerian fast-food industry	Change management practices such as: communication; education and training; (HR) resource and capability; reward and reinforcement; and leadership have a significant effect on job satisfaction, job security, employee participative decision-making and employee commitment
Clarke and Garside (1997)	Multiple industries studied	Process mapping, literature review, empirical benchmarking	Developing a practical model for change management, based on best change management practices from literature and companies involved in the study. Exploring how the model could be best used in practice	Best practice change management practices identified and grouped under five main change management practices: commitment; social and cultural aspects; communication; tools and methodology; and interactions
Raineri (2011)	Multiple industries studied	Multiple case studies	1. For the same change processes, change strategists report a higher use of change management practices than change receptors. 2. During organizational change processes, firms use more frequently practices related to the change preparation stage in comparison to practices related to the change implementation stage. 3. The use of change management practices has a significant impact on the accomplishment of the change program objectives and deadlines, but results do not show an impact on perceived organizational outcomes	Eleven change management practices identified: the diagnosis and analysis of the organizational system and its environment; the identification of change needs; the development of a new organizational vision; the development of a detailed plan of how change will be implemented; the understanding and consideration of the needs and interests of relevant individuals and groups; the creation of a sense of urgency among employees; spreading a feeling of change necessity among stakeholders; the facilitating of communication during the change process; leadership during the change implementation stage; formal and informal training and coaching to teach employees the knowledge and skills necessary to carry out the new tasks; and the alignment of compensation and incentive systems with the new objectives defined in the change plan. Four distinct groups of change management practices were studied in multiple case studies of 90 companies (diagnosis and alignment, communication, leadership and compensation and incentives)

Study	Multiple industry/single industry study	Methodology	Key results	Change management practices (CMPs) in study
Yamakawa et al. (2012)	Single industry study, the finance sector	Multiple case study	Information technology infrastructure library (itil) implementations benefit from the usage of change management practices. The results show that the firms with a higher use of change management practices achieved higher levels of itil compliance	Change management practices most frequently used by case organizations were: forming a powerful guiding coalition; creating a vision; creating short-term wins; and communicating the vision [cmps of the study adapted from Kotter (1996)]
Higdon (2016)	Single industry study, integrated facility management (IFM)	Multiple case study	Results indicate what change management practices IFM (integrated facility management) leaders use for successful management in outsourcing initiatives. Four clusters of change management practices were identified	In the study, four clusters of change management practices were identified for successful change management: communication; data and scope; training and education; and process and procedures
Lines and Smithwick (2019)	Single industry study, the electrical contracting industry	Multiple case studies	Results identified distinct organizational change management practices that were associated with successful change adoption. Identifying how practitioners can implement organizational change management practices for their change initiatives	Change management practices associated with successful change adoption found in the study: change agent effectiveness; a realistic timescale; providing change-related training; senior-leadership commitment; measuring performance benchmarks; providing sufficient resources; and effective change message communication
Maali et al. (2020)	Single industry study, the AEC (architecture, engineering and constructing) industry	Multiple case study	Organizational change management practices were found to have a positive, statistically significant relationship with successful change adoption throughout the AEC industry. Change management practices were ranked according to their effect on successful technology change adoption in the AEC industry	Seven change management practices were studied (senior-leadership commitment, training resources, communicating the benefits of change, establishing a realistic timeframe, change agent effectiveness, clear and measured benchmarks of change progress, workload adjustments). After a multiple case study, key change management practices most related to successful change in the AEC industry were identified: change agent effectiveness; measured benchmarks; a realistic timeframe; and communicated benefits
Aldossari et al. (2021)	Single industry study, the AEC (architecture, engineering and constructing) industry	Multiple case study	The results indicate five organizational change management (OCM) practices with the strongest correlations to successful APDM (alternative project delivery methods) adoption. The study also found that traditional methods of OCM consultants to help implement organizational change do not have a significant impact on the success of adopting APDMs. The current study was the first to focus on the use of OCM practices when adopting APDMs in the AEC industry	Organizational change management practices with the strongest relationship to successful APDM (alternative project delivery methods) were identified to be: Adoption of a realistic timeframe; effective change agents; workload adjustments; senior-leadership commitment; and sufficient change-related training
Sopa (2022)	Single industry study, the logistics service providers industry	Multiple case study	The paper’s results show that factors that are the drivers of change (external and internal) have an effect on change management practices, which in turn influence organizational performance. As a result, when both the internal and external drivers cause change, organizations need to operate in accordance with the change management practices to improve their performance	Change management practices grouped under four areas: diagnosis and compatibility, communication, leadership and compensation and incentives
Ajani (2022)	Single industry study, the fast-food industry	Multiple case study	The study revealed that change management practices have a significant effect on job satisfaction, job security, employee participative decision-making and employee commitment in the Nigerian fast-food industry	Change management practices such as: communication; education and training; (HR) resource and capability; reward and reinforcement; and leadership have a significant effect on job satisfaction, job security, employee participative decision-making and employee commitment
Clarke and Garside (1997)	Multiple industries studied	Process mapping, literature review, empirical benchmarking	Developing a practical model for change management, based on best change management practices from literature and companies involved in the study. Exploring how the model could be best used in practice	Best practice change management practices identified and grouped under five main change management practices: commitment; social and cultural aspects; communication; tools and methodology; and interactions
Raineri (2011)	Multiple industries studied	Multiple case studies	1. For the same change processes, change strategists report a higher use of change management practices than change receptors. 2. During organizational change processes, firms use more frequently practices related to the change preparation stage in comparison to practices related to the change implementation stage. 3. The use of change management practices has a significant impact on the accomplishment of the change program objectives and deadlines, but results do not show an impact on perceived organizational outcomes	Eleven change management practices identified: the diagnosis and analysis of the organizational system and its environment; the identification of change needs; the development of a new organizational vision; the development of a detailed plan of how change will be implemented; the understanding and consideration of the needs and interests of relevant individuals and groups; the creation of a sense of urgency among employees; spreading a feeling of change necessity among stakeholders; the facilitating of communication during the change process; leadership during the change implementation stage; formal and informal training and coaching to teach employees the knowledge and skills necessary to carry out the new tasks; and the alignment of compensation and incentive systems with the new objectives defined in the change plan. Four distinct groups of change management practices were studied in multiple case studies of 90 companies (diagnosis and alignment, communication, leadership and compensation and incentives)

Source(s): Authors’ own work