Proceedings

QMOD Conference on Quality and Service Sciences 2011

14th QMOD Conference

29st – 31st August, 2011

San Sebastian, Spain

From LearnAbility & InnovAbility to SustainAbility

 

Title: 

Proceedings QMOD Conference on Quality and Service Sciences 2011 

 

Editors:  

Carmen Jaca,  

Ricardo Mateo,  

Elizabeth Viles 

Javier Santos 

 

Published by:  

Servicios de Publicaciones Universidad de Navarra 

Carretera del Sadar s/n 

31080 Pamplona 

Spain 

 

 

ISBN: 84‐8081‐211‐7 

    

Welcome message 

It is an honour for us to welcome you to the 14th QMOD/ICQSS conference. The aim of the Conference is to focus on the three key themes of LearnAbility, InnovAbility and SustainAbility, all of which are necessary in today’s business environments, which are constantly evolving towards higher complexity. All three key concepts indicate the importance of meta competencies in terms of our capability to learn (learnability), capability to innovate (innovability) and capability to sustain (sustainability). It is our belief that these meta competencies will become increasingly important in the coming years. Among the many issues which challenge modern management theories and practices are:The hyper competition, the increasing importance of intangible assets, cultural and ethnic diversity, the focus on quality of life, gender, organisational ecology, environmental sustainability, corporate social responsibility and risk management.

The QMOD conference has become one of the largest scientific conferences within the research fields of Quality, Service, Organisational Development and related research areas. The yearly QMOD conference is also proven to be a major forum where academics as well as practitioners from all around the world have the opportunity to exchange their knowledge and experiences and thereby built a 'QMOD Community'. Through this forum, we can discuss and share our research and experiences in order to be able to draw a more accurate picture of organisational and business realities, and thereby to improve our diagnosing capabilities of current problems and improvement opportunities.

We take this opportunity through this written welcome to express our recognition of the effort and work put in by all those people who have made it possible to organise QMOD 2011: we pay tribute to the Scientific Committee who have assured the quality of the accepted papers, to the members of the organising committee for their keen motivation and to all the people who have directly or indirectly influenced the smooth progress towards the conference.

Finally, we would like to express much gratitude to all of the authors for contributing their papers. We hope you will find the conference schedule we have prepared interesting and worthwhile, and we encourage you to enjoy the delights offered to us by San Sebastian, our host city.

Donostia – San Sebastián, August 2011

QMOD Organising Committee

 

 

i

INDEX

I HAVE NO IDEA WHAT I’M DOING. CUSTOMERS AS INCOMPETENT SERVICE WORKERS ........................... 1

Annika Åberg, Markus Fellesson

THE RISING POWER OF LEAN SIX SIGMA WITHIN THE GULF COOPERATION COUNCIL COUNTRIES: A CASE STUDY IN THE SERVICE SECTOR .................................................................................................................. 14

Shadi Abouzeid, Susan Zeidan

UNIVERSITY SERVICES FOR REGIONAL DEVELOPMENT - IDEAS ON STAKEHOLDER BASED QUALITY MANAGEMENT IN A REGION ...................................................................................................................... 36

Sten Abrahamsson, Maria Fredriksson, Raine Isaksson

FUTURE ROLE OF STANDARDIZATION IN PULP & PAPER’S SECTOR ........................................................... 74

Manel Alcalà, Martí Casadesús, Frederic Marimón

ADVANCE MATHEMATICAL MODEL TO STUDY AND ANALYSIS THE EFFECT OF TOTAL QUALITY MANAGEMENT (TQM) AND OPERATIONAL FLEXIBILITY ON HOSPITAL PERFORMANCE............................ 86

Main Naser Alolayyan, Khairul Anuar Mohd Ali , Fazli Idris, Ahmmed Saadi Ibrehem.

LESSONS LEARNED FROM QUALITY MANAGEMENT SYSTEMS DIFFUSION IN HOSPITALITY SECTOR IN SPAIN .......................................................................................................................................................... 94

María Del Mar Alonso-Almeida, Merce Bernardo, Frederic Marimon, Josep Llach

ADAPTING A SURVEY TO EVALUATE QUALITY IMPROVEMENTS FOLLOWING THE BREAKTHROUGH METHODOLOGY IN SWEDISH HEALTHCARE ............................................................................................. 102

Ann-Christine Andersson, Mattias Elg, Kent-Inge Perseius, Ewa Idvall

THE POST CRISIS SUSTAINABLE MANAGEMENT VISION FOR EXCELLENCE:IMPLICATIONS FOR BUSINESS EDUCATION .............................................................................................................................................. 117

Loukas N. Anninos, Leonidas S. Chytiris,

BUDGET RATCHETING AND THE PRODUCTION FUNCTION ...................................................................... 131

Carmen Aranda, Javier Arellano, Antonio Davila

THE AUGMENTED REALITY IN THE CULTURAL HERITAGE SECTOR ........................................................... 158

Gabriella Arcese, Laura Di Pietro, Roberta Guglielmetti

MANAGING BY APPRECIATIVE LEADERSHIP TO CREATE EFFICIENT ORGANIZATIONS AND HEALTHY CO-WORKERS ................................................................................................................................................. 171

Anna Åslund, Ingela Bäckström, Daniel Richardsson,

COMBINING MECHANISTIC AND ORGANIC APPROACHES TO CHANGE: A CASE STUDY ON A SWEDISH NATIONAL TRANSFORMATION PROGRAM FOR MEDIUM SIZED ENTERPRISES ....................................... 179

Marcus Assarlind, Clas Mellby

A HEALTH-RELATED QUALITY MANAGEMENT APPROACH TO EVALUATING HEALTH PROMOTION ACTIVITIES. ............................................................................................................................................... 188

Ingela Bäckström, Lina Eriksson, Yvonne Lagrosen,

CUSTOMER EXPERIENCE CREATION: THE CASE OF TRANSPORT SERVICES COMPANY TRANSTEDA LTD 198

Liudmila Bagdoniene, Jurgita Zemblyte

A HOLISTIC APPROACH TO DECISION THEORY-BASED INSPECTION PLANNING ....................................... 214

I. Basse, R. Schmitt.

14th QMOD Conference. Book of papers

IDENTIFYING AND EVALUATING CHARACTERISTICS THAT ARE DIFFICULT TO QUANTIFY USING THE REPERTORY GRID TECHNIQUE .................................................................................................................. 225

Katrin Baumert, Daniel Baier, Michael Brusch

STUDENT SUGGESTIONS FOR QUALITY DEVELOPMENT OF UNIVERSITY OPERATIONS ........................... 232

Martina Berglund, Johan Karltun

FACTORS OF INFLUENCE IN THE LOYALTY OF CLIENTS IN KNOWLEDGE INTENSIVE BUSINESS SERVICES (KIBS): A TRANSACTION COST AND RELATIONAL MARKETING APPROACH.............................................. 242

Luis E. Bernal Vera, Utz Dornberger

A QUALITATIVE STUDY ON MANAGEMENT SYSTEMS INTEGRATION ....................................................... 251

Merce Bernardo, Katerina Gotzamani, Fotis Vouzas, Marti Casadesus

RECOVERING FROM THE CRISIS: IS AN EXCELLENCE APPROACH A REFERENCE POINT FOR LEARNABILITY, INNOVABILITY AND SUSTAINABILITY? ...................................................................................................... 264

Louise Boulter, Jens Dahlgaard

EVALUATION OF SUCCESS FACTORS FOR INNOVATION- AND COMPETITIVE STRATEGY ......................... 272

Jennifer Bredtmann,

OPERATIONALIZATION OF MARKET ORIENTATION CONCEPT IN HIGHER EDUCATION INSTITUTIONS .... 286

Bugandwa Mungu Akonkwa Deogratias,

ENDOGENOUS AND EXOGENOUS DRIVERS OF CUSTOMER SATISFACTION: A CASE STUDY ON SHOPPING CENTRES SERVICES ................................................................................................................................... 308

Clara Cicatiello, Silvio Franco, Barbara Pancino

CREATING BENCHMARKS FOR HIGH PERFORMING ................................................................................. 322

Graeme Cocks,

GOING SHOPPING FOR INDEPENDENT DIRECTORS: THE MAKE-UP OF THE IDEAL EXTERNAL BOARD MEMBER ................................................................................................................................................... 332

Graeme Cocks, Jens Mueller, Morina Rennie, Coral Ingley

QUALITY MANAGEMENT IN HOTELS IN THE BASQUE COUNTRY ............................................................. 342

Anna Colomer, C. Jaca, E. Viles, M. J. Alvarez

OPTIMIZING THE DEVELOPMENT PROCESS BY AN OPTIMAL METHOD-SELECTION USING INDIVIDUAL CHARACTERISTICS – AN APPROACH ......................................................................................................... 351

Alexander Crostack, Arun Nagarajah, Robert Refflinghaus

IMPROVING THE HEALTH CARE SERVICE QUALITY BY USING THE HEALTH EXAMINATION DATA TO PREDICT THE RISK OF COLON CANCER ..................................................................................................... 370

Chun-Yuan Cheng, Fang-Chih Tien, Ko-Han Sun, Mei-Ling Liu

THE RELATIONSHIP BETWEEN WORKING SATISFACTION AND SERVICE QUALITY OF THE ELDERLY CARE ATTENDANTS AND MODERATING EFFECT OF ETHICAL CLIMATE ............................................................. 379

Chihyang Chao, Peiyu Ku, Yenhui Lin

THE KEY FACTORS AND RELATIONSHIP BETWEEN TQM AND SERVICE QUALITY OF ACCOUNTANTS IN TAIWAN HIGH SCHOOL ............................................................................................................................. 394

Chihyang Chao, Yenhui Lin, Peiyu Ku

FACT: A COMPREHENSIVE BUSINESS EXCELLENCE MODEL ...................................................................... 413

Chi-Kuang Chen, Jiun-Yi Jang,

iii

COMBINING TECHNICAL AND SOCIAL ASPECTS TO CONDUCT A SUCCESSFUL BPR PROJECT ................. 438

Chi-Kuang Chen, Nicolle Suazo, Cheng-Ho Tsai

RM PRACTICES-ORGANISATIONAL PERFORMANCE RELATIONSHIP FRAMEWORK REFINED: A CIRCULAR MODEL REPRESENTATION ........................................................................................................................ 465

Alexandra-Paraskevi L. Chytiri,

ORGANIZATIONAL INNOVATION CAPABILITY, PRODUCT PLATFORM DEVELOPMENT AND PERFORMANCE. THE CASE OF IRANIAN API COMPANIES, TAPIC SUBSIDIARIES ................................................................. 481

Hossein Dadfar, Amir Alamirhoor, Staffan Brege, Jens J. Dahlgaard

FACTORS AFFECTING THE SUSTAINABILITY OF QUALITY MANAGEMENT PRACTICES: AN AGENDA FOR FUTURE RESEARCH ................................................................................................................................... 504

Mehran Doulatabadi

INTRODUCTION OF DEBATE AS A TEACHING METHOD IN UNIVERSITY CURRICULUMS .......................... 519

Mirjana Drakulić, Nevenka Žarkić Joksimović, Svetlana Jovanović, Goran Jankuloski.

VISUAL PLANNING APPLIED IN A RESEARCH ENVIRONMENT .................................................................. 530

Evelina Ericsson, Joakim Lilliesköld, Liv Marcks Von Würtemberg.

THE EFQM EXCELLENCE MODEL AND INNOVATION; THE KEY ROLE OF HUMAN RESOURCES PRACTICES (HRP) ......................................................................................................................................................... 542

Naiara Escribá-Carda, Maria Teresa Canet-Giner, Francisco Balbastre-Benavent, Virginia Simón Moya, Lorenzo Revuelto-Taboada

A NEW MODEL FOR PREDICTING INTERNATIONAL STUDENTS SATISFACTION: MALAYSIAN UNIVERSITIES CASE .......................................................................................................................................................... 559

Ahmadreza Shekarchizadeh Esfahani, Amran Rasli, Asm Shahabuddin

MANAGEMENT SYSTEMS AND ORGANIZATIONAL IMPROVEMENT ......................................................... 575

Sharareh Mirsaeidi Farahan, Gholamreza Chitsaz.

QUALITY CONTROL AND CAPABILITY IMPROVEMENT FOR ADVANCE CDSEM MEASUREMENT .............. 589

Kelly Feng, P.Y Lee, Thomas Tseng, H.F. Huang, Jacky Wei A

HEALTH CARE IMPROVEMENT AND LEARNING– A STUDY OF EMERGING ISLANDS AND SYSTEM-WIDE APPROACHES ............................................................................................................................................ 602

Rickard Garvare, Monica E. Nyström, Elisabet Höög, Anna Westerlund

NEW METHODS IN UNIVERSITY ENTREPRENEURSHIP EDUCATION: AN APPROACH TO MULTIDISCIPLINARY TEAMS ..................................................................................................................... 620

Esperanza Gil-Soto., Francisco J. García-Rodríguez, C. Inés Ruiz-De-La-Rosa

THE STUDY OF THE RELATION BETWEEN TOTAL QUALITY MANAGEMENT AND SERVICE QUALITY IMPROVEMENT LEADING TO AN OPTIMAL MODEL PRESENTATION ....................................................... 637

Mohammadbagher Gorji. Sahar Siami

COPING WITH SERVICE DEVELOPMENT IN A FORCED RELATIONSHIP CONTEXT ..................................... 653

Patrik Gottfridsson, Carolina Camén, Markus Fellesson

CUSTOMER SATISFACTION TO IMPLEMENT BENCHMARKING IN THE PUBLIC SECTOR ........................... 669

Roberta Guglielmetti,

IDENTIFICATION OF CUSTOMER NEEDS IN HEALTHCARE –TRANSLATING PATIENT NEEDS INTO CRITICAL-TO-QUALITY CHARACTERISTICS ................................................................................................................ 689

Susanne Gustavsson

14th QMOD Conference. Book of papers

HOW TO IMPROVE QUALITY COST ACCOUNT? ........................................................................................ 707

Adam Hamrol, Marta Grabowska

DECODE+X IN KITVES. USING THE DEMAND COMPLIANT DESIGN IN THE DEVELOPMENT OF A SOLUTION FOR HARVESTING HIGH-ALTITUDE WINDS FOR ENERGY GENERATION ON VESSELS ............................... 721

Christine Hartmann, Petra Winzer

ON OF QUALITY BASED PERFORMANCE MEASUREMENTS AND PRACTICES IN SERVICE SECTOR SMES .. 738

Shirley Ann Hazlett, Rodney Mcadam

THE INFLUENCE OF THE TIDY WORK ENVIRONMENT IN THE RELIABILITY OF THE CONSCIENTIOUS INDIVIDUALS. ............................................................................................................................................ 772

Jose Hernandez, Ricardo Mateo, Szabolcs Blazsek,,Carmen Jaca

INNOVATION THROUGH THE COMMON ASSESSMENT FRAMEWORK- IN A PUBLIC ADMINISTRATION . 792

Thierry Hirtz, Claire Navarra

SERIOUS GAMES AS AN APPROACH TO CREATE INNOVATION AND SUSTAINABILITY TAKING GENDER ASPECTS INTO CONSIDERATION ............................................................................................................... 814

Gabriele Hoeborn, Jannicke Baalsrud, Jennifer Bredtmann*, Petra Heinich

PERFORMANCE-BASED LOGISTICS. A LITERATURE REVIEW ..................................................................... 827

Martin Holmbo

EVALUATING E-SERVICE QUALITY BASED ON INTERDEPENDENCE PERSPECTIVE .................................... 849

Tsuen-Ho Hsu, Li-Chu Hung, Jia-Wei Tang

IMPLEMENTATION OF TQM APPROACH IN THE UNIVERSITY ENVIRONMENT ......................................... 871

Milan Hutyra,

THE IMPORTANCE OF QUALITY IMPROVEMENT ACTIVITIES BASED ON LONG-TERM RELATIONSHIPS WITH CUSTOMERS: RESEARCH ON THE CONTINUOUS GROWTH OF COMPANIES IN THE LAND TRANSPORT SERVICE INDUSTRY ................................................................................................................................... 880

Fumihiko Isada

CHANGE MANAGEMENT FROM A STAKEHOLDER PERSPECTIVE .............................................................. 886

Raine Isaksson, Jacob Hallencreutz-Tech. Dawn-Marie Turner, Rickard Garvare

SUSTAINABLE DEVELOPMENT IN UNIVERSITIES – THE POWER AND ROLE OF VISIONS AND GOALS ....... 902

Raine Isaksson, Mikael Johnson

VALUE STREAM MAPPING AS A TOOL TO IMPROVE THE SERVICE DELIVERY PROCESSES – A CASE STUDY .................................................................................................................................................................. 915

T. BARTOSZ KALINOWSKI.

THE USE OF EFQM MODEL IN PERFORMANCE ASSESSMENT OF SUGGESTIONS SYSTEM ....................... 925

Seyed Mohammad Hossein Kamani, Somaye Sadat Morshedi

IDENTIFICATION AND ANCHORING OF CUSTOMER REQUIREMENTS BASED ON A CUSTOMER QUESTIONNAIRE AND AN IN-HOUSE SURVEY .......................................................................................... 941

Anna Karlsson, Ove Isaksson

CO-OPETITION STRATEGY IN BUSINESS EXCELLENCE: CONFRONTING THE ECONOMIC CRISIS ............... 949

Ioannis Katsanakis, Dorothea Kossyva, Evanthia Vorria

v

CROSS-DISCIPLINARY METHOD FOR PREDICTING AND REDUCING HUMAN ERROR PROBABILITIES IN MANUAL ASSEMBLY OPERATIONS ........................................................................................................... 959

Christian Kern, Robert Refflinghaus

IDEA OF QUALITY VERSUS IDEA OF EXCELLENCE ...................................................................................... 973

Marko Kiauta,

QUALITY REQUIREMENTS FOR PRODUCTION SOFTWARE ....................................................................... 982

Claudiu Kifor, Nicolae Tudor

MEASURING EFFICIENCY OF LOGISTICS PROCESSES IN DISTRIBUTION CENTERS ..................................... 996

Milorad Kilibarda, Milan Andrejić, Milorad Vidović,

THE IMPORTANCE OF GRAPHICAL TOOLS FOR MEASUREMENT SYSTEMS ANALYSIS ............................ 1010

Pavel Klaput, Jiří Plura,

PRACTICAL APPLICATION OF FUZZY LOGIC IN PROCESS CONTROL ........................................................ 1029

Martina Kohoutová, Milan Hutyra,

AN EXTENDED FUZZY QFD METHODOLOGY IN THE DESIGN AND EVALUATION OF ACADEMIC COURSES ................................................................................................................................................................ 1039

Kamvysi Konstantina, Gotzamani Katerina, Andronikidis Andreas, Georgiou C. Andreas,

CO-OPETITION STRATEGY IN BUSINESS EXCELLENCE: CONFRONTING THE ECONOMIC CRISIS ............. 1063

Ioannis Katsanakis, Dorothea Kossyva, Evanthia Vorria

KNOWLEDGE MANAGEMENT IN PAKISTANI SMES ................................................................................ 1073

Nadeem Kureshi. Pnec,

INNOVATION QUALITY ........................................................................................................................... 1080

Katja Landgraf, Roland Jochem

PUTTING APPRECIATIVE DESIGN INTO PRACTICE: A CASE STUDY OF A COURSE EVALUATION AND DESIGN PROCESS ................................................................................................................................................. 1089

Johan Lilja; Daniel Richardsson;

UNIVERSITY SERVICES FOR REGIONAL DEVELOPMENT – THE CASE OF KNOWLEDGE MANAGEMENT OF CHANGE COMPETENCE IN GOTLAND ..................................................................................................... 1102

Mia Ljungblom, Raine Isaksson, Jacob Hallencreutz

RETHINKING THE RISK MATRIX ............................................................................................................... 1116

Alberto Lombardo, Stefano Barone

IMPROVEMENT SYSTEMS IN ENGINEERING ........................................................................................... 1126

Knut Lynum,

EXAMINATION OF THE MEDIATING AND MODERATING EFFECTS OF EMPLOYEE FOCUS ON THE RELATIONSHIP BETWEEN SUSTAINABILITY PRACTICES AND ORGANIZATIONAL PERFORMANCE .......... 1135

Matjaž Maletič, Damjan Maletič, Boštjan Gomišček,

MALCOLM BALDRIGE NATIONAL QUALITY AWARD LEADERSHIP MODEL –AN ASSESSMENT OF TURKEY ................................................................................................................................................................ 1148

Esra Mankan

RELATIONSHIP BETWEEN INTERNATIONALIZATION AND QUALITY OF UNIVERSITY RESEARCH ............ 1156

Frederic Marimon, Xavier Triadó, Pilar Aparicio

14th QMOD Conference. Book of papers

KEY DETERMINANTS OF LEAN PRODUCTION ADOPTION: EVIDENCE FROM THE AEROSPACE SECTOR . 1170

Pedro José Martínez-Jurado, José Moyano-Fuentes

ISO 9001:2000 APPLICATION ACCORDING TO TQM IN SMES: AN EMPIRICAL RESEARCH ..................... 1185

Angel R. Martínez-Lorente, Micaela Martínez-Costa, Daniel Jiménez-Jiménez

SHOPPING FREQUENCY AND MAXIMAL CUSTOMER SATISFACTION IN SPANISH FOOD RETAILING: IMPLICATIONS AND MANAGERIAL OPPORTUNITIES .............................................................................. 1199

María Pilar Martínez-Ruiz, Alicia Izquierdo-Yusta, Ana Isabel Jiménez-Zarco

THE RAPID RESULTS INITIATIVE: THE MISSING LOOP ............................................................................. 1218

Simmy M. Marwa,

ANALYZING THE GAP BETWEEN PRACTICE AND LITERATURE REGARDING THE USE OF QUALITY FUNCTION DEPLOYMENT (QFD) AND KANO MODEL IN A NEW PRODUCT DEVELOPMENT PROCESS ... 1230

Maryam Ghanadpour, Simon Schütte, Johan Ölvander, Nils Poirisse Mougel

EFFECTS OF WELL ORGANIZED WORKING ENVIRONMENT IN HUMAN RELIABILITY .............................. 1251

Ricardo Mateo , Jose Hernandez, Szabolcs Blazsek, Elizabeth Viles

IDENTIFICATION OF SEMANTIC SPACE OF HEDONOMIC AND THE MOST PREFERABLE ROAD LANDSCAPE ................................................................................................................................................................ 1266

Irina Matijošaitienė; Inga Stankevičė;

A COMPREHENSIVE SURVEY ON ITALIAN SA8000 CERTIFIED FIRMS ...................................................... 1278

Merli Roberto, Ippolito Christian.

UNIVERSITY STUDENTS’ PERCEPTION OF SERVICE QUALITY OFFERED BY TRAVEL AGENCIES ............... 1297

Halil Nadiri,

KANSEI PRODUCT AND PRODUCT INNOVATION ON THE KYOTO LONG-STANDING COMPANIES ......... 1312

Shin’ya Nagasawa, Yusuke Irisawa

MEASUREMENT OF CUSTOMER SATISFACTION IN BUSINESS NETWORKS ............................................ 1321

M.Sc. Jan-Peter Nicklas, Petra Winzer

CHOICE OF PRIMARY CARE IN SWEDEN: AN EXPLORATIVE STUDY OF CITIZEN STATEMENTS BASED ON DISCOURSE ANALYSIS ............................................................................................................................. 1337

Lars Nordgren, Bengt Ahgren

PROCESS IMPROVEMENT: A TQM APPROACH ....................................................................................... 1351

Uche Nwabueze

ENVIRONMENTAL MANAGEMENT MODEL AND DEFINITION OF THE DIFFERENT MATURITY STATES. . 1359

Marta Ormazábal, Jose Mª Sarriegi

QUALITY IN HIGHER EDUCATION THROUGH STRATEGIC PLANNING ..................................................... 1370

M.S. Luis Efrén Veloz Ortiz., M.S. Iovanna Rodríguez Moreno, Fermín González García

EXPERTS TEACHERS: QUALITY FACTOR IN HIGHER EDUCATION ............................................................ 1376

M. S. Jorge Veloz Ortiz, M. S. Iovanna Rodríguez Moreno, Fermín González García

MEASUREMENT OF SERVICE QUALITY BY SERVQUAL METHOD IN BANKING SECTOR........................... 1380

Nihan Ozguven, Erhan Demireli,

vii

HAFITE: A THEORETICAL MODEL AS A TOOL TO HELP PROMOTING THE INVOLVEMENT OF EMPLOYEES IN THE COMPANY........................................................................................................................................ 1389

Luis Paipa, Carmen Jaca, Javier Santos, Elisabeth Viles, Ricardo Mateo

CUSTOMER SATISFACTION METRICS IN HEALTH SERVICE ORGANIZATIONS: EVIDENCE FROM THE GREEK HOSPITALITY SECTOR.............................................................................................................................. 1404

Angelos Pantouvakis, Athanassios Dimas

LISTENING TO THE VOICE OF THE PATIENT: NEW INSIGHTS IN HEALTH CARE SERVICE DEVELOPMENT ................................................................................................................................................................ 1423

Bozena Poksinska , Lars Witell, Jon Engström, Mattias Elg,

THE “FACTORY OF PROBLEMS”: IMPROVEMENT OF THE QUALITY IMPROVEMENT PROCESS .............. 1439

Lourdes Pozueta, Jose Alberto Eguren, Unai Elorza Iñurrategi

DETERMINING ISO 9001 EFFECTIVENESS AND THE INFLUENTIAL CRITICAL FACTORS IN MANUFACTURING COMPANIES ............................................................................................................................................ 1453

Evangelos L. Psomas, Dimitrios P. Kafetzopoulos, Christos V. Fotopoulos

THE INFLUENCE OF HUMAN RESOURCES MANAGEMENT ON PROJECT SUCCESS AND BUSINESS EXCELLENCE. THE POLISH CASE .............................................................................................................. 1472

Rafał Haffer, Joanna Haffer

EXPLORING THE PRACTICAL IMPLEMENTATION OF CORPORATE SOCIAL RESPONSIBILITY IN THE MINING INDUSTRY ............................................................................................................................................... 1485

Helena Ranängen, Thomas Zobel

OPTIMIZATION OF THE REQUIREMENT-ORIENTED PRODUCT DEVELOPMENT BY A FUNCTIONS DIFFERENTIATION WITHIN A HOLISTIC SYSTEM DESCRIPTION .............................................................. 1504

Florian Riekhof, Petra Winzer

ASSESMENT OF PUBLIC SERVANTS PERFORMANCE: LOOKING FOR THE POSSIBILITY ........................... 1514

Tatiana Salimova, Vasilij Makolov, Natalya Vatolkina, Nikolaj Zalogov

A BENEFIT BASED SEGMENTATION AS A MANAGEMENT TOOL TO IMPROVE SERVICES’ QUALITY IN SHOPPING CENTRES ............................................................................................................................... 1529

Alessandro Ruggieri, Cecilia Silvestri, Barbara Pancino, Silvio Franco

USING E-S-QUAL TO MEASURE INTERNET SERVICE QUALITY OF E-COMMERCE WEBSITES IN GREECE . 1544

Ilias Santouridis, Panagiotis Trivellas, Georgios Tsimonis

SUSTAINABLE AND INNOVATIVE PUBLIC TRANSIT - BUS RAPID TRANSIT (BRT) SYSTEM THINKING IN SOCIAL CONTEXT .................................................................................................................................... 1558

Samuel Petros Sebhatu, Bo-Jacob Enquist

INNOVATING VALUE-CONFIGURATION SPACES: INSIGHT FROM PUBLIC TRANSPORT SERVICES .......... 1570

Samuel Petros Sebhatu, Heiko Gebauer, Bo Enquist, Mikael Johnson

INTEGRATING MANAGEMENT SYSTEMS: A DYNAMIC STUDY OF SPANISH FIRMS ................................ 1578

Alexandra Simon, Stanislav Karapetrovic, Martí Casadesús

ROBUST DESIGN METHODOLOGY AT THE BACK-END OR PRODUCT DEVELOPMENT PROCESS; AN ATTEMPT TOWARDS SUSTAINABLE DEVELOPMENT .............................................................................. 1597

Vanajah Siva, Hendry Raharjo, Bolennarth Svensson, Ida Gremyr

14th QMOD Conference. Book of papers

SUPPLY CHAIN QUALITY RELATIONSHIP MANAGEMENT: MANAGING TRIADIC RELATIONSHIPS TOWARDS IMPROVED PERFORMANCE OUTCOMES ................................................................................................ 1612

Anabela Da Silva Filipe Soares, Ebrahim Soltani

EXCELLENCE TOOLBOX - DECISION SUPPORT SYSTEM FOR QUALITY TOOLS & TECHNIQUES SELECTION AND APPLICATION .................................................................................................................................. 1626

Beata Starzyoska, Adam Hamrol,

EXPLORING ENVIRONMENTAL LABELING AS A MEANS OF PRODUCT DIFFERENTIATION IN THE OUTDOOR INDUSTRY ............................................................................................................................................... 1645

Petter Stenmark, Johan Lilja

REFLEXION OF VARIOUS PERSPECTIVES OF PREVENTION – WHAT QUALITY MANAGEMENT CAN LEARN FROM? .................................................................................................................................................... 1653

C. Stiller, R. Woll

APPLYING GEMBA-KAIZEN IN A MULTINATIONAL FOOD COMPANY―A PROCESS INNOVATION FRAMEWORK .......................................................................................................................................... 1664

Manuel F. Suárez-Barraza, Juan Ramis-Pujol, Mariana Estrada-Robles, Luis E. Casado-Navarro

TWO LEAN ROADS .................................................................................................................................. 1692

Dag Swartling

BENEFITS OF THE ISO 9001 AND ISO 14001 STANDARDS: A LITERATURE REVIEW ................................ 1704

Juan José Tarí, José F. Molina-Azorín, Iñaki Heras

PRODUCT FLOW VS. DATA FLOW. A DISCUSSION OF THE NEED FOR HARMONIZING THE MATERIAL AND DATA FLOW IN A MANUFACTURING ENVIRONMENT. ........................................................................... 1718

Brandon Theiss,

OPERATIONAL RISK MANAGEMENT FOR AN ELECTRIC UTILITY BASED ON BASEL ACCORD .................. 1723

Dionicio Peña Torres, Carlos Rodríguez Monroy, Pablo Solana, Alejandro Solimando.

SEPARATING THE MEASUREMENT AND EVALUATION OF INTELLECTUAL CAPITAL ELEMENTS ............. 1740

Zsuzsanna E. Tóth, Tamás Jónás

SERVICE QUALITY, JOB SATISFACTION AND ORGANIZATIONAL COMMITMENT IN HIGHER EDUCATION. AN EMPIRICAL STUDY OF FACULTY AND ADMINISTRATION STAFF........................................................ 1755

Panagiotis Trivellas, Dimitra Dargenidou,

REDUCING WASTE IN THE SUPPLY CHAIN LINKING SHANGHAI TO DETROIT: OBSERVATIONS AND RECOMMENDATIONS ............................................................................................................................. 1755

Behrooz Lahidji, Walter Tucker,

QMS DEVELOPMENT TOWARDS STRATEGIC ADVANTAGES ................................................................... 1784

Wieslaw Urban

CONDITIONS RELATED TO THE IMPROVEMENT OF QUALITY MANAGEMENT SYSTEMS IN ENTERPRISES OPERATING IN POLAND .......................................................................................................................... 1799

Maciej Urbaniak.

MARKET ORIENTATION AND THE UNIVERSITY – A REVIEW AND RESEARCH AGENDA .......................... 1810

Johanna Julia

RELIABILITY IN EARLY PRODUCT DEVELOPMENT PHASES. USING THE DECODE+X APPROACH FOR A DATA-BASED DISCUSSION OF DESIGN DECISIONS ............................................................................................ 1832

Maren Willing, Florian Riekhof, Petra Winzer

ix

INTEGRATION OF A LEVEL-MODEL FOR DIFFICULT TO QUANTIFY CHARACTERISTICS IN AREFERENCE PROCESS OF PRODUCT DEVELOPMENT ................................................................................................. 1848

R. Woll.

LIMITS OF QUALITY MANAGEMENT ....................................................................................................... 1861

R. Woll

STRATEGIC IMPROVING ACTIONS BASED ON THE REFINED ANALYSIS OF SERVICE AND QUALITY ATTRIBUTES ............................................................................................................................................ 1870

Ching-Chow Yang, Chung Yuan

MEASURING THE ANTECEDENTS OF LOYALTY AND IMPACT OF ISO 9001 IN ONLINE BANKING IN SPAIN ................................................................................................................................................................ 1883

Luc Honore Petnji Yaya, Frederic Marimon, Marti Casadesus

EMPOWERMENT OF THE LINE MANAGERS IN HRM—HRM EFFECTIVENESS LINK: CREATING A SERVICE CULTURE IN MALAYSIAN LARGE SERVICE FIRMS .................................................................................... 1898

Yusliza Mohd.Yusoff.

THE EVALUATION AND RANKING OF HOTEL SERVICE QUALITYFACTORS BY SERVQUAL AND FUZZY MCDM ................................................................................................................................................................ 1913

Vahab Vahdat Zad, Shahnaz Nayebzadeh, Mohammad Daei

MANAGERIAL COACHING: A PRACTICE-THEORY BASED STUDY OF CONTROL AND SUPPORT ............... 1931

Per Echeverri

ISO 14001 CERTIFICATION IN SWEDISH FIRMS: A TOOL FOR THE NEEDY OR A SYMPTOM OF GREENNESS? ................................................................................................................................................................ 1949

Thomas Zobel

VALUE-BASED PERFORMANCE EXCELLENCE MODEL FOR HIGHER EDUCATION INSTITUTION: A CONFIRMATORY FACTOR ANALYTIC (CFA) APPROACH SO 14001 CERTIFICATION IN SWEDISH FIRMS: A TOOL FOR THE NEEDY OR A SYMPTOM OF GREENNESS? ...................................................................... 1962

Mohd Rashid Ab Hamid, Zainol Mustafa, Nur Riza Mohd. Suradi, Fazli Idris, Mokhtar Abdullah

Page 886 Book of papers

Change Management from a Stakeholder Perspective

Raine Isaksson - PhD, Senior Lecturer, Gotland University, Sweden,

raine.isaksson@hgo.se

Jacob Hallencreutz-Tech. Lic., Luleå University of Technology, Sweden,

jacob.hallencreutz@implement.se

Dawn-Marie Turner – PhD, President Turner Change Management, Canada

dawnmarie@thinktransition.com

Rickard Garvare –PhD, Associate Professor, Luleå University of Technology,

Sweden, rickard.garvare@ltu.se

Key words: Change Management, Quality Management, Leadership, Process Management, Stakeholders,

System view.

Category: Research paper.

Introduction

With the ever increasing rate of change the pressure continues to increase, for quicker

and more effective organizational change. For society at large, and organizations in

particular, the magnitude, speed, impact, and especially the unpredictability of change,

are greater than ever before (Burnes, 2009, Foley and Zahner, 2009, Helms Mills et al.,

2009, By Todnem, 2005). But, there seems to be a general consensus between

practitioners and scholars that few are successful when trying to implement change

(Hallencreutz and Turner, 2011). There is a plethora of information, advice and

assistance that organizations can and do call upon in planning and executing change,

and yet, they still fail (Burnes, 2009). Better Change Management is in great need

(Senior and Swailes, 2010). What is better could be discussed. One way of assessing the

success of change would be to look at its effects on all stakeholders.

Companies of today face multiple requirements that have caused a shift from

shareholder focus to a more balanced stakeholder focus. Foley (2005) proposes that the

contemporary business enterprise can be better understood and managed by the use of a

business model that has a stakeholder rather than a competitor perspective. Stakeholders

to be considered could be customers, employees, shareholders, suppliers, government,

local community and the bio-physical environment (Foley and Zahner, 2009). It might

therefore be argued that the level of Change Management success is measured by

looking at the outcomes for all stakeholders.

The Japan orientated quality movement has a long and complex history. Its evolution

from the industrial revolution to present day has been interpreted in many different

ways and stages, from Quality Control over Company Wide Quality Control to Total

Quality Management (TQM). Different aspects of quality management have been

thoroughly covered in the literature, see for instance Feigenbaum (1951), Deming

(1986, 1993), Juran (1993), Oakland (1999), Foley (2005), Bergman and Klefsjö

(2010), Bergquist et al. (2008) and Foley and Zahner (2009). In the 80s and 90s the

quality movement, with its focus on customer satisfaction, was largely seen as the

solution for effective change. Over the last decade, change programs have shifted from

TQM and Business Excellence models to Six Sigma improvement and Lean

Management in parallel with behaviourally oriented change approaches with focus on

Page 887

―the people side of change‖ such as leadership and culture. Two major approaches for

organizational change can be seen in the literature, the planned and the organic

approach to change (Hallencreutz, 2009). One could ask if in the development of

change management competence old knowledge becomes obsolete or if old truths

resurface under other names. The Toyota Production System (TPS) started in the 1950s

and was then made known as Lean Production by Womack et al (1990) in their book

based on a five year MIT study on the global automotive industry. Since then, there has

been Lean Thinking, Lean Management and now mostly Lean. Since the ingredients of

TPS have been used as input for TQM, and vice versa, we could suspect that some of

the old truths are reused and presented in a new packaging.

Findings from previous studies (Turner et al, 2009, Hallencreutz and Turner, 2011)

found no coherent models and definitions of evidence based change management

practices to be found in the literature. There does not appear to be one agreed best way

to implement concepts such as TQM, Six Sigma or Lean. Additionally, there does not

seem to be any clear taxonomy that relates different improvement approaches within the

larger context of change management. There does not even seem to be an agreement if

the quality movement really is part of change management. As a first step for better

understanding how to describe the theory of change it would be of interest to create a

taxonomy of change in which different approaches may be related. In order to better

understand organisational change and change management we need models that identify

critical elements in an organisation that affect the result of a change initiative.

According to Andersen (1998) a model is a set of relating concepts, describing a

phenomenon in a simplified manner. As such, an organizational change model may aid

in the understanding why change occurs, how it will occur and what will occur (Kezar,

2001). In our view, such a model might be able to facilitate the analysis of organisations

as a means to identify elements that need to be changed or considered when change is

carried out. This would be of help in adapting the change initiative to the needs. With a

starting point in stakeholder needs for change it should be possible to organise,

categorise and assess the relevance of different improvement approaches. In this paper

we carry out a first iteration to see how a change management taxonomy could be

created that includes elements from both general change management and Total Quality

Management. The purpose is also to define further areas of research.

Methodology

Input to our study includes scientific evidence as well as practitioner knowledge and

skills.

Results presented in this study constitute a first iteration with limitations in the depth of

different types of information collected.

The information collection is planned to be from the following sources:

Journals with focus on Organizational Development and Change Management

Books used as main literature in change management courses,

Syllabi for university courses in change management

Web site presentations of change programs from change management

consultants.

Theory and practice of current change management based on literature studies

Web searches

Page 888 Book of papers

All sources mentioned above have been used to an extent allowing a first assessment of

the approach and results.

We have also used our own pre-understanding and experience as change management

practitioners and theoreticians. This pre-understanding has been reviewed, developed

and aligned in regular Skype-meetings.

The chosen unit of study is the organization, or a major part of it, being subjected to

change. Change could be continuous and incremental as well as intermittent and

dramatic, or something in between. We view change management as an approach for

improving organisational performance. Approach is here interpreted as something that

describes core values and principal change methodologies as well as the sequence of

change. Furthermore, we apply a process view where the process subjected to change is

part of an organization. We also view change management as a process starting from a

perceived need for change to realised change. We recognize that there are an infinite

number of elements which could be critical in some particular change situation.

However, an assumption in our study is that it is possible to use a limited number of

change elements to describe an organisation and its environment in such a way that the

main critical areas for successful change are included. The term successful is here

interpreted as ―the fulfilment of perceived stakeholder value‖.

For analyzing and categorizing the information we have used a few assumptions. We

have assumed that organizations can be described as process based systems and that

change also can be viewed as a process. Change management elements have been

categorized based on a breakdown of the data using a typical process model presented in

Figure 1.

Additionally, main stakeholders in the change initiatives are identified. Elements are

also categorised using the thinking of Bergman and Klefsjö (2010) who define a

management system as consisting of values, methodologies and tools. Shared values are

generally seen as an important starting point for successful change. These are then

supported by methodologies (how things are done) and tools (nouns describing

structures, check lists, models etc.). A change approach consists in addition to the

values, methodologies and tools of a roll out sequence – the order of carrying out

change.

Page 889

Figure 1. A proposed generic model that is used in this study to describe organizations.

The model is based on a classification in management processes, main processes and

support processes. Resources are identified as a separate entity. Adapted from Isaksson

(2006).

A Brief History on Change Management Theory

The majority of studies from both the US and European countries indicate that over 70

per cent of all major change initiatives fail to reach intended objectives (Haines et al.,

2005, Mills et al., 2009, Burnes, 2009). Contemporary theory on organizational change

shares the same pedigree as other general management theories, such as quality

management. In the theoretical DNA we find references to Taylor, Weber, Fayol and

other classics. The rise of capitalism in Britain and other European countries created

new problems that could not be accommodated under the old order (Burnes, 2009). A

need for coping with change emerged.

The mechanistic, hard systems approach to organizational change, seeing change as

episodic with discrete beginning and end points, was grounded in this classic approach

to managing and changing organizations (Oswick et al., 2005). For the classical school,

change management was relatively straightforward; it tells the organization where it

should be and that rational beings within the organization accept that. The first

generation of quality management emerged from this theoretical heritage (Foley and

Zahner, 2009). Despite being dominant from the 1930s this classic approach to change

management has encountered both intellectual and practical opposition, and newer

perspectives on organizational life have become increasingly influential in the last

decades (Burnes, 2009). According to the human relations movement, in its prime in the

1930s, change cannot be seen as a rational process. Therefore, persuasion and

leadership play a key role in change efforts. Later theories, such as the cultural-

excellence approach (Peters, 1993), advocated a ―big bang approach‖ to change. Handy

(1986), on the other hand, seems to have adopted a more gradualist approach to change.

Kanter et al (1992) advocated a combination of both; major cultural changes take time,

dramatic interventions are needed to improve short term performance.

Management

processes

Input

Support processes

Main processes

Purpose: To create value for stakeholders

Resources

Output

Att följa uppTo support value creation Att följa uppTo support change

Att följa uppTo produce and deliver goods and services

Att följa uppTo manage and control

Page 890 Book of papers

The school of organizational learning is directed at enabling organizations to change,

but have been criticized for not clarifying how change initiatives generated by learning

will lead to effective and coordinated organizational change (Easterby-Smith, 1997,

Tsang, 1997). The Japanese approach to long term change – captured in different

quality concepts – has undoubtedly been successful in Japan, but it is debatable whether

this approach actually worked in many Western countries (Burnes, 2009). Thus, it can

be concluded that all these approaches to organizational change have their strong points

and drawbacks. But their relevance for the contemporary organization should be

discussed. Alongside these developments runs the view that contemporary organizations

have moved from the modern to the postmodern world (Boje, 2006). Postmodernism,

with its denial of an absolute reality and promotion of competing and socially

constructed, multiple realities, offers a scope for alternative organizational strategies. It

also offers different choices, and stresses the importance of culture, power and politics

(Burnes, 2009). A battle between chaos and order seems to emerge. All these

perspectives have important but different implications for organizational life and point

to the reality that there seems to be no ―One best way‖ or magic bullet for

organizational change. Instead they provide the contemporary organization with a wide

range of options and choices as to how they lead change.

Change Management and Total Quality Management (TQM)

To date there is no well-established, widely used and agreed upon definition on TQM

(Foley and Zahner, 2009). Bergman and Klefsjö (2010) define TQM as:

―A management system in continuous development consisting of values,

methodologies and tools. The aim is to increase external and internal customer

satisfaction with a reduced amount of resources. It is based on a continuous

improvement work in all process of the organization, in which all employees are

allowed and stimulated to participate.‖

The definition involves both management and change and would therefore logically

seem to qualify as being part of change management. Bergman & Klefsjö (2010)

describe the scope of the change in their book title: ―From Customer Needs to Customer

Satisfaction‖. The customer definition they use is very broad and includes what

normally could be seen as stakeholders and interested parties. Typical of the literature

within TQM, Bergman & Klefsjö (2010) do not advocate any particular change

sequence. Instead values, methodologies and tools that should be present are

highlighted. TQM is strongly criticized by Foley and Zahner (2009) for its lack of a

theoretical foundation and for not being linked to main stream management research.

TQM peaked internationally at the beginning of the1990s and left a clear impact in how

the ISO 9001 standards for quality management systems were formulated, starting with

the ISO 9001:2000 (Foley and Zahner, 2009).

The research results for impacts from the use of TQM are somewhat contradictory.

Some studies indicate that TQM improves economic performance, see for instance

Hendricks and Singhal (1997, 1999), Eriksson and Hansson (2003) and Wrolstad and

Krueger (2001), but other studies on TQM are less positive, see for instance Hansson

(2003), Helms Mills et al (2009) and Alvesson and Svenningsson (2008).

As a management approach for change TQM has declined, but its values,

methodologies and tools are being used within approaches such as 6Sigma improvement

Page 891

and Lean Management. Foley (2005) states that it is unclear whether TQM is simply a

collection of essentially independent techniques, a management philosophy, a coherent

change management method, a strategy, a theory for managing only the quality and

service process, or a master theory for managing the entire enterprise – or all of the

above. TQM is sometimes referred to as a planned approach to organizational change,

see for instance Mills et al (2009) and Oakland and Tanner (2007). On the other hand

since TQM as described by Bergman & Klefsjö (2010) lacks a clear change sequence

and sees TQM as a management system consisting of values, methodologies and tools it

could be seen as an example of soft systems methodology as described for example by

Senior and Swailes (2010). TQM is also accused of being programmatic and technical

(Alvesson and Svenningsson 2008, Helms Mills et al., 2009). According to Bergquist et

al. (2008) some scholars even call it a management fad.

Customers, Stakeholders and Interested Parties

Much could be said about the categorisation of those that benefit from the results or the

outcome of a process. This discussion is outside of the scope of this paper and we limit

our contribution to defining our interpretation of stakeholders. Broadly speaking Foley

and Zahner (2009) identify stakeholders as those that wield some power over the

organisation and whose strategic imperatives therefore must be considered by it. Others

that only have an interest or that are affected but cannot really influence the

organization are called interested parties, see also Garvare and Johansson (2010).

Generally, customers are regarded as being part of the larger group of stakeholders.

Bergman and Klefsjö (2010) state: ―Those we want to create value for are our

customers‖. This very wide definition expands the perspective to include several

stakeholder groups and even interested parties. It could be argued that all those affected

by change should be considered when the success of a change initiative is assessed.

There will often be both winners and losers in change initiatives, but seen from an

ethical perspective all those affected, within reason, should form part of a change

element assessment. In this paper we therefore include in our operational stakeholder

definition all those for whom value is created, also considering harm or negative value

and even including those who cannot speak for themselves, such as forthcoming

generations and nature.

Change Management, 6Sigma and Lean

Toyota Motor Corporation is widely recognized for having created a management

system that top leaders of many manufacturing and service businesses throughout the

world now seek to emulate (Emiliani, 2006). In the literature this management system is

referred to as ―Toyota Production System‖ (Ohno, 1988), ―Toyota Management

System‖ (Monden, 1993), ―Lean Production,‖ (Womack et al., 1990), ―Lean

manufacturing‖ due to its origins in production and operations management (Shingo,

1981; Ohno, 1988) , ―Lean Management‖ (Emiliani et al., 2003) or just ―Lean thinking‖

(Womack and Jones, 2003). The Japanese commitment to quality and continuous

improvement is legendary, but despite a seemingly widespread acceptance of the need

for improved quality in the West, the Japanese still appear to be the only nation capable

of diffusing and disseminating these ideas and practices throughout the majority of its

industry (Dale and Cooper, 1992, Hannam, 1993, Womack and Jones, 2003). So far

Lean is probably the most popular concept of the Japanese approaches to management.

But not all organizations succeed when embracing Lean. Typical obstacles include:

Page 892 Book of papers

Lack of underestimating the cultural and managerial impacts,

The illusion of progress,

Conflicting measures, in attention to the principles of Lean

The use of Lean as a set of tools rather than a way of doing business (Boyer and

Sovilla, 2003).

Six Sigma, on the other hand, has been described as an American response, wrapping

classic quality management in a new package (Klefsjö et al., 2006). There have been

numerous presentations of cases, comprehensive discussions, books and websites

addressing Six Sigma. However, little scholarly research has been done on Six Sigma‘s

influence on management theory and application (Goffnett, 2004, Schroeder et al,

2005). Similarly, even though considerable and important works have been carried out

within change management there are still many questions remaining.

Six Sigma includes many of the values, methodologies and tools mentioned within

TQM, but unlike TQM it comes with a clear recipe for change in the DMAIC-process.

Change goes from identified needs over Define-Measure-Analyze-Improve-Control to a

desire state secured by some new controls.

The Process View and Change Management

In very simple terms the ideal process is effective, efficient and flexible. Effective could

be defined as reaching the objectives, which are set seen from a stakeholder perspective.

Efficient could be seen as minimising resource use and harm done to stakeholders and

the timely execution of change. The flexible change process would be the one that can

adapt to changing system conditions, such as varying needs, without losing

effectiveness or efficiency.

In Figure 1 a generic change process ―to support change‖ is identified as a support

process. Quite often when major change is attempted a part or all of this change process

is outsourced to actors external to the organization, i.e. consultants. The decision

regarding to what extent change management should be internal or external is decided

in a management process, which also could be seen as a support process. Management

processes are present at different levels and the change process has its own

management, main and support processes as well as dedicated resources. These are

presented schematically with the lines and boxes in Figure 1. The model in Figure 1 is

used both for identifying elements in the process which is undergoing change and the

change process itself, see Figure 2.

The structure in Figure 2 bears resemblances with the Lewin process of unfreeze,

change and re-freeze, (Lewin 1951). However, the descriptions of actual and future

states are not static – they are not truly frozen, which also corresponds to the original

intention of Lewin‘s process. Even when frozen in a descriptive model the interpretation

should be that of a snapshot of ongoing change. The change process model template

could be used to describe the internal work of continuous change as well as a change

process managed by an external consultant. In any change there are factors that cannot

be controlled, which in Figure 2 have been described as external factors. The model

structure can be used to detail change elements at different levels. For example the sub-

process of unfreezing could be described using the same model structure of

management, main, and support processes supported by resources.

Page 893

Figure 2. The proposed process model used for describing actual state, future state and

change process. Note that the change process can be seen as a support process in the

organization that works with both continuous and intermittent change.

Identifying Change Elements

Organizational change can be defined as an alteration of a core aspect of an

organization‘s operation (Helms Mills et al., 2009). Compiling the information from

studied journals, books and websites, the term change management is used to describe

both the actual process of managing organizational change as well as an area of

professional practice. In essence a body of knowledge and models, describing

requirements, standards, processes and procedures. According to Hallencreutz & Turner

(2011) there is no consensus on a definition of the term change management. In our

view, a large part of contemporary consensus regarding the definition of change

management can be summarized in the following definitions:

―Change management is the coordination of a structured period of transition from

situation A to situation B in order to achieve lasting change within an organization.‖

(BNET Business Dictionary)

"Organizational change management is the process needed to enable the people in an

organization to transition from their current environment and adopt the new work

environment or desired state‖. (Turner (2007)

Page 894 Book of papers

―Organizational change management can be seen as a structured, proactive approach

to relocate individuals, groups and organizations from a current state to a desired

future state‖ (Hallencreutz, 2009 and Implement MP AB

Turner (2007) identifies the people in an organization as the main stakeholders. The

change process starts with a current state which is not up to the desired state and points

out the working environment as the area for change. This would, in the context of the

process model, be focused on changing the state of resources of manpower and

environment. The Implement MP definition points to individuals, groups and

organizations as change elements. Not only do people need to change on an individual

level, but also as team members and as employees of the organization. This indicates

changes in how work is done in the organization which could be seen as a resource

called working methods. When changing how people behave we need to change the

resource of working culture. The process starts with a known current state which needs

to be changed to reach a desired future state. Both in Turner and Implement it is unclear

who has defined what is desirable. In many cases this would be management that has

defined a desirable state, which then has to be communicated to employees, which in

turn need to accept and sometimes even adopt this definition. Management could be

seen as acting mainly in the interest of shareholders. This could be a slight difference

from TQM, which at least formally advocates for focus on the customer.

Most change programs, such as Lean transformations, Six Sigma deployment, Business

Process Reengineering programs and behavioral change initiatives, start with a

perception of a need for change. There is the risk that management has not considered

all required stakeholders or all key elements when defining the need for change.

Arguably, the success of change is at least partly a function of how correct the means

for handling the perceived need for change has been analyzed. For any process it is

important to correctly assess the interface. In this case the question is what the input for

the change process is. Right or wrong, the identified need for change in any system is

the result of a planned or unplanned analysis. Such analysis for the need of change is

ongoing all the time – is it worth the time to change this? The studied system is

subjected to a multitude of drivers for change. Based on this discussion the input could

be seen as a driver for change. The first sub-process would then be to analyze the

change need with the result being a decision to stop there, to analyze further or to start a

change activity. Isaksson (2006) has divided change into two broad categories, creating

interest for change and changing processes. Kotter (1996) has as the first stage in his

change process: ―Creating a sense of urgency‖. This process is probably not linear, but

involves several iterations to reach a critical mass favorable to change. The actual

trigger for change is sometimes a result of a thorough analysis based on facts and

sometimes the result of a social construction, a management hunch or just a wink of the

eye of an executive.

The interface on the output side also needs to be defined. It is obvious that we somehow

need to include stakeholders as an element into our process model. Our generic model

produces output which is received by different stakeholders in the studied system. We

could extend our model with an outcome that is a result of the output, (Isaksson et al.,

2008). The output of the process is judged by the stakeholder and leads to a certain level

of stakeholder satisfaction or value (positive or negative). Process output could for

example be usability of products, level of profit and tons of carbon dioxide emitted. The

Page 895

outcomes for this would be levels of customer and shareholder satisfaction and effects

on global heat capture.

The first step of unfreezing described by Lewin starts with changes in a force field

which has been in balance (Lewin, 1951). The force field consists of forces that push for

change and others resisting change. One interpretation to this is that unfreezing could be

seen as the first step after an input consisting of a driver for change. It could also be

argued that in order to start unfreezing a decision of doing this is needed, which would

indicate an earlier process of analysing a change driver, something that then leads to an

imbalance. A change driver which changes the force field in such a way that change

actions are needed could be seen as the input for the change process in Figure 2. The

end result of this is with the system having the force field in balance. The time for

balance could be a question of milliseconds or years depending of the stability of the

studied organisation and the level of difference qualifying as change.

Kotter (1996) claims that change can be described with eight steps with the first being

creating a sense of urgency. This implies that there already is a decision for starting

change among some key persons. Therefore Kotter‘s first step could be seen as a sub-

process in unfreezing. The last of Kotter‘s eight steps is: Anchoring new approaches in

the culture‖, and could be interpreted as the last sub-process of refreezing.

According to our review of change management consultancies the dominant discourse

among US and Swedish change management consultancies seems to be a holistic

systems approach, addressing both ―hard‖ and ―soft‖ aspects of change management,

such as structural change and people change. The most widespread approach seems to

be a planned approach to change, consisting of step models and change processes

addressing process, structure and people, see example in Figure 3.

Figure 3. An example of a commercial model for change management deployment

based on a planned approach to change, focusing on both structure and people (Bain,

2011).

Important stakeholders that are identified when analysing the model are: Shareholders,

customers, ―people‖ within the organisation and leadership/management. There are

some values that can be identified as elements but which are not explicitly mentioned.

Page 896 Book of papers

The model structure indicates that continual improvement is a value. Some

methodologies surface such as: Inspire people, mobilise change teams, measure and

monitor performance, align change culture, use management by visions and objectives

with clear accountabilities. Methodologies that are less evident but could be suspected

to be part of the proposed change are using brainstorming, carrying out workshops and

training. There is no explicit mention of tools but measuring, monitoring and making

tough decisions require good measurements in the form of a list of Key Performance

Indicators that relate to all relevant stakeholders. It is not clear if the identified value is

for shareholders only or all stakeholders. The model indicates that the sequence of

change is Plan-Lead-Operate-Track. The circularity of the model indicates that the

change could start at any point. This resembles the Plan-Do-Study-Act improvement

wheel with the difference that Lead is similar to Plan, Operate with Do and so on.

Values, methodologies and tools could all be categorised as resources and are embedded

in the resource categories of Management (espoused and enacted values), Manpower

(values and competence), Method (methodologies and tools identified by the

organisation).

The change elements identified so far are: Input, output, outcome, stakeholders,

processes and resources (both internal and external). Input for a change process could be

defined as a driver for change which causes an imbalance in the force field and starts a

process of unfreezing. The output of change could consist of measured and assessed

change in the system subjected to change. This output is then interpreted by the

collective of stakeholders and could be summarised as the sum of perceived value

change. Stakeholders could be seen as all those that perceive a value change because of

the change carried out. Processes are activities at different levels in the system.

Resources are both tangible and intangible resources that enable the processes to work.

External resources could include country and branch factors.

A Proposed Change Management Taxonomy

In Figure 4 our first proposed interpretation of a generic process model for change with

some preliminary elements.

Page 897

Figure 4. Proposed elements in a generic change process. Adapted from Isaksson et al.

(2008).

The main elements are complemented with sub-elements in the three steps of the change

process. These should be seen as examples and are the result of a first iteration. Some

are probably redundant and others could be missing. However, the indication is that the

structure could be of use. The PESTEL refers to an abbreviation of different change

driver categories and are Political, Economic, Social, Technological, Environmental and

Legal (Senior and Swailes, 2010).

Conclusion

We find that organizational change can be visualised as a process and that the proposed

structure in Figure 4 can be used for further research. The change process describes

change from stakeholder needs to a level of stakeholder satisfaction. Since stakeholders

are those that decide a change process, one can never guarantee that all stakeholders are

satisfied. It remains an objective. Based on Figure 4 it can be stated that TQM forms

part of generic change management. Customers form part of the group of stakeholders

and working with fulfilling their needs based on defined values, methodologies and

tools can be seen as change management.

Discussion

Within the group of stakeholders it seems fair to say that TQM would be more focused

on the stakeholder customer where as general change management might be more

geared towards the stakeholder shareholder.

In most change processes there seems to be an initial phase of orientation before the

actual change takes place. Kurt Lewin (1951) labelled it the stage of unfreezing and it

consists of different actions to set the need for change and create a sense of urgency

within the organization. This phase is followed by a phase of preparation where

System purpose: To produce effective and efficient change

Management processes

Planning, managing, leading, controlling etc.

Support processes

Measuring, analysing, adapting, etc.

External drivers for change (PESTEL)

Change

DriversMain change process

Need for

Change

(input)

Resources: Change agents, methods and tools

Value

change

(outcome)

Change

Results

(output)

Inter-

pretation

of change

resultsStakeholder

satisfaction“Unfreezing” “Changing” “Refreezing”

Creating a sense of

urgency

Defining need for

change

Building a change

strategy

Setting change

objectives

Doing change plan

Transforming

Implementing

Communicating

Leading

Facilitating

Following up

results

Celebrating

Controlling

Anchoring

change

in culture

Page 898 Book of papers

planning and sense-making take place. The phase of activity then executes the actual

change events and enables the transformation. Finally, there is a fourth phase of

securing and sustaining the desired outcome of the change events.

We have so far retained the three phases of Lewin, but will have a closer look at the

input interface in future work. All these phases can be visualised in a process model

which can facilitate the organizational understanding of the context, purpose and

meaning of the change process as a whole. The world is complex and dynamic and

constructed, interpreted and experienced by people in their interactions with each other

and with wider social systems. Thus, reality is subjective and can only be imperfectly

grasped. A process model can only partially explain the complex reality of

organizational change but it might help us along.

Implement MP uses three perspectives of change – human, strategic and structural. This

is a quite typical categorization for change management consultants. If we used the

three steps identified by Lewin (1951) as a starting point it could be discussed if we

need to look separately at each step in the three perspectives. Is there a value in looking

at unfreezing in a human, strategic and structural perspective? This remains an issue for

further research.

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