Change management in information systems projects for public organizations

Ewa Ziemba, Iwona Oblak
Interdisciplinary Journal of Information, Knowledge, and Management  •  Volume 10  •  2015  •  pp. 047-062
It can be argued that public organizations, in order to provide the public with sufficient services in the current, highly competitive and continuously evolving environment, require changes. The changes that become necessary are often related to the implementation of information systems (IS). Moreover, when organizations are faced with changes, a change management (CM) process needs to be put in place. CM theories that are currently available to practitioners and academics are often contradictory; they mostly lack empirical evidence and are supported by unchallenged hypotheses concerning the nature of the contemporary CM. The aim of this paper is, therefore, to identify critical success factors (CFSs) for CM in IS projects. In order to reach this aim an explanation of changes in public organizations and the nature of CM are presented. Following this, a framework of CFSs for CM in IS projects are identified based on the literature review. The paper also examines two IS projects and uses them to demonstrate CFSs influencing CM in IS projects in Polish pubic organizations. A discussion of the research findings is provided and the paper concludes with a presentation of the study’s contributions and limitations as well as the stream of future work.
project management, change management, public organizations, information systems, IS, critical success factors, CSF
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