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Step by step vs. Culture: A strategy for managing change
Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship .
Linköping University, Department of Management and Engineering, Project management, Innovations and Entrepreneurship .
2008 (English)Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesis
Abstract [en]

Even though companies are facing a continuously changing environment, far from all businesses manage to succeed with their organizational changes. (Olson, 2008) If wanting to meet market demands and avoid unnecessary costs it is important to ask the question if we can, in some way, predict, understand or influence the process of change. (Ahrenfelt, 2001) The purpose of this thesis is to determine if life-cycle theories can be used exclusively when planning and managing a process of change. To answer the purpose, the thesis is based upon a qualitative case study at Consafe Logistics group. Theobjective with the empirical studies, executed through nine interviews with various managers, was to determine whether or not life-cycle models and organizational culture can be of assistance when managing change. The studies showed that the opinions differ between the respondents and that the topics internal communication and documentation were frequently brought up during the interviews.

Theoretically, this thesis addresses different life-cycle change theories and an alternative model for implementing change through organizational culture. Furthermore the theoretic section considers the areas Project organization, Leadership in processes of change, Knowledge, competence & education, Internal communication and Documentation. The thesis showed that applying life-cycle theories to a change can be of limited use since there are big difficulties in placing the different activities throughout the change in achronological order. The theories can be used however to highlight the relationship between activities which can be useful for making time savings. Irrespective of the order activities are managed in a process of change, measurable goals, feedback and support throughout the process are central for the change’s outcome. This thesis has resulted in a general life-cycle model for managing organizational change based upon existing theoriesand empirical studies. Finally, culture and inertia are described as two factors that either facilitate or inhibit the success of the change depending on how they are managed.

Place, publisher, year, edition, pages
2008. , 100 p.
Keyword [en]
Organizational change, Organizational culture, Life-cycle process, Leadership, Internal communication
National Category
Economics and Business
URN: urn:nbn:se:liu:diva-16591ISRN: LIU-IEI-TEK-A--08/00499-SEOAI: diva2:158880
Subject / course
Project, Innovation and Entrepreneurship
Social and Behavioural Science, Law
Available from: 2009-02-11 Created: 2009-02-05 Last updated: 2011-10-26Bibliographically approved

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