Proposing an Integrated Change Management Model for the United Nations
InSITE 2017
• 2017
• pp. 139-145
Aim/Purpose: Using United Nations as the backdrop, this article present a theory-based conceptual model. The results of this empirical study also identify the most influence factors to the success of change management to the United Nations.
Background: In 2000, the issue of management reform started taking center stage in the United Nations, and change efforts were presented to various governing bodies regularly as an indicator of organizational performance. However, existing change theories put many efforts on addressing the institutional management and behavior problems. Only a few answered the phenomenon existing in the U.N. context.
Methodology: Using the data collected from seven United Nations organizations, we assess the psychometric properties of validated survey items, followed by EFA and then CFA.
Contribution: Change management in the United Nations context is rarely being studied. Fifteen items in five constructs describing impact factors for current change process in the United Nations are derived.
Findings This article identified five factors, including Communication, Transparency, Culture, Participation, and Resistance, that are the most influence factors with implication to change and change management in the United Nations.
Recommendations for Practitioners: To United Nations management professionals, they should not only emphasize on the implementations of the change process, but also, as our findings clearly show, on institutional pressures such as culture. However, the results of this study also show that putting efforts on clear organization’s objectives and procedure, smooth improvement process in place, transparency with the encouragement of staff participation, will significantly reduce such impact from the resistance of staff.
Recommendation for Researchers: The U.N. context is changing today at a faster rate. The U.N. is rarely being studied. Organizational theories applied to management frameworks provide great opportunity for research. These studies can also investigate management theories as they apply to the various types of U.N. organizations such specialized ones and other NGOs.
Impact on Society: As one of the biggest players in the international political and economic stage with a significant influence on the stability of global society, this study introduces an understanding of this political nature body that does not only benefit the knowledge of the organization but also indirectly impacts on the sustainability of the global community in the long run.
Future Research: This research makes significant implications for future studies in the change management theory from an integrated view in the context of the United Nations. That could attract more attention further on an integration of strategic management, the cohesive methodology of project management practices as well as assimilated performance management research from within the U.N. system.
Background: In 2000, the issue of management reform started taking center stage in the United Nations, and change efforts were presented to various governing bodies regularly as an indicator of organizational performance. However, existing change theories put many efforts on addressing the institutional management and behavior problems. Only a few answered the phenomenon existing in the U.N. context.
Methodology: Using the data collected from seven United Nations organizations, we assess the psychometric properties of validated survey items, followed by EFA and then CFA.
Contribution: Change management in the United Nations context is rarely being studied. Fifteen items in five constructs describing impact factors for current change process in the United Nations are derived.
Findings This article identified five factors, including Communication, Transparency, Culture, Participation, and Resistance, that are the most influence factors with implication to change and change management in the United Nations.
Recommendations for Practitioners: To United Nations management professionals, they should not only emphasize on the implementations of the change process, but also, as our findings clearly show, on institutional pressures such as culture. However, the results of this study also show that putting efforts on clear organization’s objectives and procedure, smooth improvement process in place, transparency with the encouragement of staff participation, will significantly reduce such impact from the resistance of staff.
Recommendation for Researchers: The U.N. context is changing today at a faster rate. The U.N. is rarely being studied. Organizational theories applied to management frameworks provide great opportunity for research. These studies can also investigate management theories as they apply to the various types of U.N. organizations such specialized ones and other NGOs.
Impact on Society: As one of the biggest players in the international political and economic stage with a significant influence on the stability of global society, this study introduces an understanding of this political nature body that does not only benefit the knowledge of the organization but also indirectly impacts on the sustainability of the global community in the long run.
Future Research: This research makes significant implications for future studies in the change management theory from an integrated view in the context of the United Nations. That could attract more attention further on an integration of strategic management, the cohesive methodology of project management practices as well as assimilated performance management research from within the U.N. system.
change management, United Nation context, integration, theory of change, integrated management model
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