The topic of change management has been with us since Leavitt first talked about the effects of change in the early 60’s. Since then theories and models have been developed some of which include Lewin’s three-stage change model, the Planned approach to change, the Emergent approach to change and the Improvisational Model for change management. Organisations are now operating in an environment of continual and rapid change.

In order to remain competitive or gain a strategic advantage organisations are having to realign their products or services with the aim of entering new markets. Some organisations adopt BPR to restructure while others choose an incremental approach to BPR. A strategic vision is created and the organisation moves closer to that vision by implementing new systems or procedures, all of which create change.

However, in the wealth of literature on change management seldom is guidance provided in the practical application of change management theories or strategies. Organisations can evaluate the environment in which they operate or they can analyze their culture to check for change readiness. The literature has provided the means for analysing the various types of change they may encounter such as emergent, anticipated, planned and lately opportunity-based change. How is this helping organizations in the Year 2000 to implement change?

This mini track is focused on how organisations are currently coping with continual and rapid change. What strategies or practices are they using to help with the implementation of change and who in the organisation are they recruiting as change agents to reduce resistance to the specific change.

Possible Topics may include the following:

• Organizational change
• The implementation of IS/IT related change
• How organisations are coping with continual change
• Change agents
• BPR and change
• Overcoming resistance to change
• Strategies for implementing change
• How organisations are coping with rapid change
• Change management theories
• Change models
• The role of managers in implementing change
• Organizational change management case studies
• Implementing large scale Organizational change
• The use of quick wins when implementing change
• The uses of a mission or vision statement in implementing change

Leonie Thomas
Leonie.Thomas@utas.edu.au
School of Information Systems
University of Tasmania
GPO Box 252-87
Hobart 7000
Tasmania
Phone:+61 3 62267180

Bob Travica
btravica@indiana.edu
Information Science
Indiana University, Bloomington
Tel.: 812/855-3259

Howard Rosenbaum
hrosenba@indiana.edu
Information Science
Indiana University, Bloomington
Tel.: 812/855-3250