How do change agents in SMEs approach change? A cross-sectional study into change projects within Dutch SMEs. Paper presented at the Euram Conference, Rotterdam 2012.Vos, J. F. J. & Brand, M. J., 2012, (Unpublished) Euram Conference. Rotterdam
Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › Academic › peer-review
This study investigates the employment of four change strategies within SMEs (empirical-rational, normative re-educative, power-coercive, and emergent change strategy) and in what way this is determined by the impact of the change project and the firm’s orientation. Through a multi-step sampling approach we created a sample of 109 change agents linked to as many change projects and conducted a survey. We found three groups of change agents adopting a certain combination of the four strategies: the cautious, the pro-active and the directive change agents. These groups differ in the extent that the change strategies are used and the role of power in the process. The largest cluster consists of firms with pro-active change agents; these firms are perceived as most entrepreneurial and are also most satisfied with the process and outcome of the change.
|Title of host publication||Euram Conference|
|Place of Publication||Rotterdam|
|Publication status||Unpublished - 2012|
- Change Strategy, Change Impact, Change project, Firm Orientation, SME