Preface Change Research : The Search for a Theoretical Construct

Organizational change is ubiquitous and continuous. It permeates organizational processes and life. We cannot avoid or ignore it. Many organizations invest significant sums of resources into external consulting. Some organizations (but very few) even embrace change and attempt to integrate it into their strategic planning. However, anyone involved in change or change research is aware that there is no guarantee that investment in change consultancy pays dividends. In the MIS academic arena, the most prevalent research topic associated with change over the past decade has focused on a change methodology, namely, business process reengineering (BPR). In the management academic arena, the focus has been on change management as a research construct. We believe that both are important, but that a synergistic approach is more appropriate between the two disciplines. MIS research on change tends to be oriented toward applied research, while management research tends to be oriented more toward conceptual research. Quality research, regardless of orientation, must adhere to rigorous academic standards, while being grounded in business practice (Gummesson, 2000). We believe that change research must be redirected in two ways. First, synergistic research between the MIS and management disciplines would create a more cogent and important research product on change management. Second, a rigorous, but practice-based approach to change management should be heralded by the leading academic journals in both disciplines. Without such cooperation, meaningful change management research may not be possible. To elucidate the problems inherent in researching change, we offer literature syntheses from both disciplines. The next section highlights the culmination of BPR research, while the section following highlights the culmination of change management research. We end by offering a means to appropriately ground and research change in organizations.