Change management is essential for all organizations to ensure that the desired benefits of the change process are actually achieved. This paper focuses on the design of a technological research methodology for managing organizational change. People, structures, systems, and cultures, as described in administrative change management models, must be accounted for in any process of change. However, the authors feel that qualitative analysis needs to be complemented through quantitative analysis as well.
The design of the approach to build a technological methodology begins with the synthesis of seven administrative change management models. These include the famous Lewin “thaw, change, refreeze” model as well as John Kotter’s eight-step model, in addition to five other models. The authors elucidate four stages according to the models: diagnosis, preparation, change, and evaluation. They then identify, for each stage, the steps according to each change management model. The paper then assigns to each of the four stages one or more of ten technology-research-methodology-defined steps. Each methodology step has at least one or more of nine processes, eleven techniques, and nine tools assigned to it.
The technological research methodology was pilot tested at what was only described as a “local” university, from January to June 2019, with “the support of the students of the Professional Statistics and Administration Schools.” The authors conclude that the pilot study demonstrates the effectiveness of the technological research methodology.
Overall, the authors attempt too much in such a short paper. The writing is hard to follow, with too many unproven assertions that lead to too many leaps of faith. The authors could also have benefited from searching the Internet, starting with Wikipedia. Only those researchers who want to explore what others are saying about change management might find it useful.