Changing Organizations: A Meta-Analysis of Change Implementation Strategies' Effects on Organizational Outcomes
Date of Award
Master of Science
Department of Systems Engineering and Management
Michael T. Rehg, PhD
This research represents a meta-analysis of 24 empirical studies that explored and identified which organizational factors moderated the relationships between facilitation strategies and change adoption The results indicate two key facilitation strategies, participation and communication that produced significant results. Participation resulted in a positive impact on job satisfaction, organizational commitment, performance, and turnover rates, while communication resulted in a positive impact on job satisfaction, organizational commitment, change adoption, and intent to remain. Contrary to many research studies, participation strategy was a non-significant moderator for change adoption. The identified strategies and outcomes were then analyzed for potential moderators. Due to the lack of correlation data, only 10 of 40 potential moderators were analyzed. Four of the 10 moderators only bad two correlations, which was the minimum number required for analysis. As a result, all 10 moderators analyzed resulted in a non-significant impact on the outcomes, making the moderator analysis questionable.
DTIC Accession Number
Welborn, Jay A., "Changing Organizations: A Meta-Analysis of Change Implementation Strategies' Effects on Organizational Outcomes" (2001). Theses and Dissertations. 4721.