Blended Change Management: Concept and Empirical Investigation of Blending Patterns
Michael REISS
DOI: 10.4236/ib.2009.12008   PDF    HTML     8,351 Downloads   12,493 Views   Citations


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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REISS, M. (2009) Blended Change Management: Concept and Empirical Investigation of Blending Patterns. iBusiness, 1, 47-56. doi: 10.4236/ib.2009.12008.

Conflicts of Interest

The authors declare no conflicts of interest.


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