Process innovation: reengineering work through information technology
Process innovation: reengineering work through information technology
Comparing ISO 9000, Malcolm Balbridge, and the SEI CMM for Software: A Reference and Selection Guide
Comparing ISO 9000, Malcolm Balbridge, and the SEI CMM for Software: A Reference and Selection Guide
Managing I. T. as a Strategic Resource
Managing I. T. as a Strategic Resource
From Control to Drift: The Dynamics of Corporate Information Infrastructures
From Control to Drift: The Dynamics of Corporate Information Infrastructures
What Is Six SIGMA?
Participatory Design: Issues and Concerns
Computer Supported Cooperative Work
Search and Reasoning in problem solving
Artificial Intelligence
AIM – ability improvement model
EuroSPI'05 Proceedings of the 12th European conference on Software Process Improvement
PROFES'05 Proceedings of the 6th international conference on Product Focused Software Process Improvement
Theorizing in design science research
DESRIST'11 Proceedings of the 6th international conference on Service-oriented perspectives in design science research
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In this paper we describe a framework which combines several models for organizational change. The framework enables an organization to decide which strategies will be most successful when implementing a specific change in its particular setting. The conditions for change is assessed in relation to each of the strategies for organizational change and a list-of-fit is produced, which reveals the degree to which each of the strategies fits the specific setting. The framework was developed and evaluated within a field study involving four companies in the financial sector. The IT organizations in two of these collaborated with the researchers in providing promising evaluations of the framework.