Effective change management in an internal service development project: Lessons learned from a qualitative case study

Abstract

Change management has become increasingly important for organizations as the business environment becomes more volatile (Herold and Fedor, 2008; Liu et al., 2012). This has led to the launch and implementation of various changes, ranging from large-scale transformational initiatives to small, internal project changes. As a result, there is a growing need to manage the interplay between project and change management to ensure successful project outcomes (Shamim, 2022).

This research is a single case study conducted in collaboration with a large Finnish multinational corporation. The purpose is to examine what types of changes occur during an internal service development project that aims to centralize the service for Company’s Fleet Management Service and Support of benefit cars. Further research looks into the reasons for these changes, end-user expectations, and the role of project personnel in managing them. The primary research methodology is qualitative research with semistructured interviews. While the literature review builds upon three levels of change management from the macro (organization), meso (project or initiative), and micro (individual) levels, the empirical part will investigate only the meso and micro levels.

The results indicate that the project change nature includes planned top-down changes considered an emotional topic for end-users. While most drivers are positive towards the change, there are concerns and areas for improvement highlighting the importance of managing behaviours and ensuring that end-users feel supported during the change process. A theoretical framework for core human needs is applied. Study findings emphasize the importance of communication, coordination, and collaboration among stakeholders as well as the need for effective change planning and management.

The study contributes to the existing literature on change management, especially on the micro level of the individuals. The study provides valuable insights into the challenges and success factors in change projects, but its limitations in scope and sample size suggest the need for further research to provide a more comprehensive understanding of project outcomes. Future research could focus on the role of culture and systems in change management, and how these influence a change initiative's success.