Better results in services: obstacles in transforming service organisations Online publication date: Tue, 12-Apr-2016
by Vincent Sabourin; Alpha Ayande
International Journal of Strategic Change Management (IJSCM), Vol. 6, No. 3/4, 2015
Abstract: In this research, we studied managers transforming their service organisation and looked into the role played by obstacles in the execution of their objectives. Using principal component analysis (PCA), we categorised the obstacles on the basis of our review of the literature referring to our framework of obstacles faced by managers in the context of a service change. Our research suggests four contributions to the domain of organisational change. Our main finding, based on the conceptual framework of Kolb (1984), suggest the existence of five different categories of obstacles in the strategy execution faced by managers in the context of a service change. Our hypothesis was supported and suggests that the main obstacles faced by managers in a service context would be related to the dimension of convergence with emotions with factors such as lack of commitment and resistance to change of employees.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Strategic Change Management (IJSCM):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com