Stakeholder approach for evaluating organizational change projects.
OBJECTIVE
This paper aims to create a model for evaluating organizational change initiatives from a stakeholder resistance viewpoint.


METHODS
The paper presents a model to evaluate change projects and their expected benefits. Factors affecting the challenge to implement change were defined based on stakeholder theory literature. The authors test the model's practical validity for screening change initiatives to improve operating room productivity.


RESULTS
Change initiatives can be evaluated using six factors: the effect of the planned intervention on stakeholders' actions and position; stakeholders' capability to influence the project's implementation; motivation to participate; capability to change; change complexity; and management capability.


CONCLUSIONS
The presented model's generalizability should be explored by filtering presented factors through a larger number of historical cases operating in different healthcare contexts. The link between stakeholders, the change challenge and the outcomes of change projects needs to be empirically tested.


CONCLUSIONS
The proposed model can be used to prioritize change projects, manage stakeholder resistance and establish a better organizational and professional competence for managing healthcare organization change projects.


CONCLUSIONS
New insights into existing stakeholder-related understanding of change project successes are provided.
Peltokorpi
Antti
A
Department of Industrial Engineering and Management, Helsinki University of Technology, Finland. antti.peltokorpi@tkk.fi
Alho
Antti
A
Kujala
Jaakko
J
Aitamurto
Johanna
J
Parvinen
Petri
P
D006801:Humans; D017146:Models, Organizational; D009873:Operating Rooms / Q000458:organization & administration; D009936:Organizational Innovation; D017064:Process Assessment, Health Care / Q000379:methods*