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Article: A change management framework for macroergonomic field research

TitleA change management framework for macroergonomic field research
Authors
KeywordsReferences (118) View In Table Layout
Issue Date2008
PublisherPergamon. The Journal's web site is located at http://www.elsevier.com/locate/apergo
Citation
Applied Ergonomics, 2008, v. 39 n. 4, p. 459-474 How to Cite?
AbstractWith the proliferation of macroergonomic field research, it is time to carefully examine how such research should be managed and implemented. We argue that the importance of attending to high-quality implementation of field research is equal to that of methodological rigor. One way to systematically manage the implementation process is to adopt a change management framework, wherein the research project is conceptualized as an instance of organization-level change. Consequently, principles for successful organization-level change from the literature on change management can be used to guide successful field research implementation. This paper briefly reviews that literature, deriving 30 principles of successful change management, covering topics such as political awareness, assembling the change team, generating buy-in, and management support. For each principle, corresponding suggestions for macroergonomic field research practice are presented. We urge other researchers to further develop and adopt frameworks that guide the implementation of field research. © 2008 Elsevier Ltd. All rights reserved.
Persistent Identifierhttp://hdl.handle.net/10722/91352
ISSN
2015 Impact Factor: 1.713
2015 SCImago Journal Rankings: 1.212
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorHolden, RJen_HK
dc.contributor.authorOr, CKLen_HK
dc.contributor.authorAlper, SJen_HK
dc.contributor.authorJoy Rivera, Aen_HK
dc.contributor.authorKarsh, BTen_HK
dc.date.accessioned2010-09-17T10:17:34Z-
dc.date.available2010-09-17T10:17:34Z-
dc.date.issued2008en_HK
dc.identifier.citationApplied Ergonomics, 2008, v. 39 n. 4, p. 459-474en_HK
dc.identifier.issn0003-6870en_HK
dc.identifier.urihttp://hdl.handle.net/10722/91352-
dc.description.abstractWith the proliferation of macroergonomic field research, it is time to carefully examine how such research should be managed and implemented. We argue that the importance of attending to high-quality implementation of field research is equal to that of methodological rigor. One way to systematically manage the implementation process is to adopt a change management framework, wherein the research project is conceptualized as an instance of organization-level change. Consequently, principles for successful organization-level change from the literature on change management can be used to guide successful field research implementation. This paper briefly reviews that literature, deriving 30 principles of successful change management, covering topics such as political awareness, assembling the change team, generating buy-in, and management support. For each principle, corresponding suggestions for macroergonomic field research practice are presented. We urge other researchers to further develop and adopt frameworks that guide the implementation of field research. © 2008 Elsevier Ltd. All rights reserved.en_HK
dc.languageengen_HK
dc.publisherPergamon. The Journal's web site is located at http://www.elsevier.com/locate/apergoen_HK
dc.relation.ispartofApplied Ergonomicsen_HK
dc.subjectReferences (118) View In Table Layouten_HK
dc.subject.meshCommunicationen_HK
dc.subject.meshHuman Engineering - methodsen_HK
dc.subject.meshHumansen_HK
dc.subject.meshModels, Organizationalen_HK
dc.subject.meshPersonnel Managementen_HK
dc.subject.meshResearchen_HK
dc.titleA change management framework for macroergonomic field researchen_HK
dc.typeArticleen_HK
dc.identifier.emailOr, CKL:klor@hku.hken_HK
dc.identifier.authorityOr, CKL=rp01369en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1016/j.apergo.2008.02.016en_HK
dc.identifier.pmid18417095-
dc.identifier.scopuseid_2-s2.0-43049142626en_HK
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-43049142626&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume39en_HK
dc.identifier.issue4en_HK
dc.identifier.spage459en_HK
dc.identifier.epage474en_HK
dc.identifier.eissn1872-9126-
dc.identifier.isiWOS:000256866000006-
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridHolden, RJ=12142379200en_HK
dc.identifier.scopusauthoridOr, CKL=14834272300en_HK
dc.identifier.scopusauthoridAlper, SJ=36518175800en_HK
dc.identifier.scopusauthoridJoy Rivera, A=24066962000en_HK
dc.identifier.scopusauthoridKarsh, BT=6603540921en_HK

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