Factors contributing to organizational change success or failure: a qualitative meta-analysis of 200 reflective case studies.

Change, and changing, exercise the minds of most managers most of the time. In consequence, leadership development and change management tend to be top priorities for many human resource development (HRD) professionals today. Despite this, much academic and practitioner literature suggests that 70% of all change programs fail. Through analyzing 200 organizational change case studies, this chapter examines this high failure rate, investigates leadership styles and their relationship to change, and explores the key factors that either enable or hinder successful change. The key findings of this examination were that the majority of the 200 studied change initiatives were considered successful and that using Kotter's change model, which has been long established, does not necessarily mean success; nor does the use of a democratic/participative leadership style. The most significant hindering factors and the key critical success factors are also acknowledged

Low Cost and Human-Centered Innovations in Healthcare Services: A Case of Excellence in Italy

This chapter focuses on a change effort for introduction of an e-governance innovation in the operating room management of a medium-sized Italian hospital, which led to higher levels of efficiency and effectiveness at once. The innovative project has made all the stages of the surgical process transparent, highlighting where there is an opportunity to improve overall performance via the introduction of organizational and process innovations. New techniques implemented and the specific factors that led to the hospital\u2019s success in achieving improved outcomes at lower costs are discussed. The chapter concludes by highlighting that low cost and human-centricity are amongst the key characteristics of success of this innovation

The Significance of Trust to the Adoption of E-Working Practices Within Local Government

Drawing upon an in-depth study of one local authority based in the United Kingdom, this article examines the significance of trust to local government workers who are beginning to make increasing use of e-technologies through e-working practices. The article identifies trust to be of particular significance but that the examined context is not supportive of that trust being developed. It notes differences in the perceptions surrounding trust development, that consideration of trust is not just limited to the relationship between management and their workers, and that there is a fear that trust is at risk of abuse. In the face of e-work serving to raise the profile of trust as a significant factor for concern, the associated technologies are suggested to have the potential to offer a solution to some of the issues arising