Change and stability interaction processes in SMEs: a comparative case study

Abstract : Purpose - The aim of this paper is to explore interactions between change and stability during the implementation of a specific change initiative (ISO 9000). It attempts to develop a theoretical framework on change and stability management in small firms. Design/methodology/approach - This research uses a process approach based on retrospective comparative case study methodology. Data collection in the six companies lasted over a year. This gives the opportunity to contrast failed change initiatives against successful ones. Findings - Two models emerged from this approach; they support the notion that change and stability could be complementary during the different phases of the change initiative the authors analyzed. The findings show that total absence of stability variables in the change initiative could have negative effect on results. Research limitations/implications - The research is based on a multiple case study approach, which limits the generalizability of the findings. Originality/value - This is one of the first studies that applies and empirically tests the change and stability relation in small firms.
Type de document :
Article dans une revue
Journal of Organizational Change Management, Emerald, 2013, 26 (2), pp.370-422. 〈10.1108/09534811311328407〉
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Contributeur : Amaury Bouvet <>
Soumis le : samedi 19 juillet 2014 - 22:19:36
Dernière modification le : jeudi 11 janvier 2018 - 06:22:21

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Jorge Humberto Mejia-Morelos, François Grima, Georges Trepo. Change and stability interaction processes in SMEs: a comparative case study. Journal of Organizational Change Management, Emerald, 2013, 26 (2), pp.370-422. 〈10.1108/09534811311328407〉. 〈hal-01026130〉

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