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Blended Change Management: Concept and Empirical Investigation of Blending Patterns

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DOI: 10.4236/ib.2009.12008    7,416 Downloads   11,118 Views   Citations
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In coping with the challenges of revolutionary or evolutionary change processes, change managers do not rely on single 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 investigated both conceptually and empirically with respect to scope, diversity and coupling of tools. Survey results indicate that blending practices are predominantly determined by rational tool evaluation and by task context.

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The authors declare no conflicts of interest.

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M. REISS, "Blended Change Management: Concept and Empirical Investigation of Blending Patterns," iBusiness, Vol. 1 No. 2, 2009, pp. 47-56. doi: 10.4236/ib.2009.12008.


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