Change equation effectiveness: empirical evidence from South-East Europe

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dc.contributor.author Čudanov, Mladen
dc.contributor.author Tornjanski, Vesna
dc.contributor.author Jaško, Ondrej
dc.contributor.other Ekonomická fakulta cs
dc.date.accessioned 2019-03-15
dc.date.available 2019-03-15
dc.date.issued 2019-03-15
dc.identifier.issn 1212-3609
dc.identifier.uri https://dspace.tul.cz/handle/15240/151424
dc.description.abstract This study was developed with the aim to propose quantitative decision-making model in organizational change management, which is based on change equation application in real time, as an emerging ecosystem that should be further adopted in change management practice to create value in complex decision making and at the same time to increase change success. The paper opted for an integrated qualitative and quantitative research methods, based on empirical data collection. Sampling frame includes respondents from fourteen different industries in South-East Europe. Data analyses were carried out in three main phases using proven statistical methods. Based on the results, general hypothesis introduced in the study is supported. In other words, successful change occurs when the product of all three variables, i.e. D, V and F is higher than resistance to change, and vice versa. Also, research results show that change equation can successfully predict change outcome and explain a portion of change success variability. Finally, research findings indicate that the model should be revised and further developed. Research limitations are determined by significant variance in the model that may result of situational factors. Also, the research was based on a relatively limited sample and focused only on data collection from South-East Europe. Despite its limitations, this study can contribute both to theorists and practitioners. First, the paper contributes to the change management theory, business decision-making theory, organizational development theory and the behavioral theory. Second, the paper can contribute to strategic managers, change leaders, change agents and consultants who deal with change management by adopting the upgraded change model that can be applied in all phases of change process, including measurement of the change outcome. en
dc.format text
dc.format.extent 16 stran cs
dc.language.iso en
dc.publisher Technická Univerzita v Liberci cs
dc.publisher Technical university of Liberec, Czech Republic en
dc.relation.ispartof Ekonomie a Management cs
dc.relation.ispartof Economics and Management en
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dc.rights CC BY-NC
dc.subject Beckhard and Harris change model en
dc.subject change equation en
dc.subject quantitative decision-making model en
dc.subject change success en
dc.subject organizational change management sustainability en
dc.subject.classification C4
dc.subject.classification C8
dc.subject.classification L0
dc.subject.classification O52
dc.title Change equation effectiveness: empirical evidence from South-East Europe en
dc.type Article en
dc.publisher.abbreviation TUL
dc.relation.isrefereed true
dc.identifier.doi 10.15240/tul/001/2019-1-007
dc.identifier.eissn 2336-5604
local.relation.volume 22
local.relation.issue 1
local.relation.abbreviation E+M cs
local.relation.abbreviation E&M en
local.faculty Faculty of Economics
local.citation.spage 99
local.citation.epage 114
local.access open
local.fulltext yes
local.filename EM_1_2019_07
dc.identifier.orcid 0000-0001-6895-6525 Čudanov, Mladen
dc.identifier.orcid 0000-0001-9727-8364 Tornjanski, Vesna
dc.identifier.orcid 0000-0003-4877-0592 Jaško, Ondrej


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