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6CCVD Research

Effective organisational change to achieve successful ITIL implementation

At a Glance

Section titled ā€œAt a Glanceā€
MetadataDetails
Publication Date2019-05-03
JournalJournal of Enterprise Information Management
AuthorsMalcolm Blumberg, Aileen Caterā€Steel, Mohammad Mehdi Rajaeian, Jeffrey Soar
InstitutionsUniversity of Southern Queensland
Citations21

Abstract

Section titled ā€œAbstractā€

Purpose Although an increasing number of organisations implement the Information Technology Infrastructure LibraryĀ® (ITILĀ®) with the aim to improve provision of information technology services to their customers, a significant number of ITIL implementations do not achieve the expected outcomes. The organisational change strategies of organisations during ITIL implementation initiatives may have an effect on success, but empirical research on this topic is scarce. The paper aims to discuss these issues. Design/methodology/approach A multiple case study methodology comprising successful ITIL implementations in eight large Australian organisations is used. A socio-technical systems approach represented by Leavittā€™s Diamond is adopted as a lens to shed light on the attributes of effective organisational change strategies for successful ITIL implementation. Findings This paper identifies organisational change strategies employed by organisations that have effected a successful ITIL implementation. The authors identified that the ITIL implementation required changes to the four components of the socio-technical work system (STS) identified in Leavittā€™s Diamond. Changes to one STS component affected other STS components when implementing ITIL; and that effort applied to the STS components did not need to be equal, but appropriate to the requirements of the ITIL implementation and the organisation. Research limitations/implications The sample size of eight ITIL implementation cases studied may limit the generalisation of findings. Practical implications This research provides IT service management researchers and ITIL practitioners, for the first time, information about organisational change strategies as applied to successful ITIL implementations. Originality/value This research has developed novel insights into organisational change strategies and ITIL implementation that had not previously been explored.

Tech Support

Section titled ā€œTech Supportā€

Original Source

Section titled ā€œOriginal Sourceā€

References

Section titled ā€œReferencesā€
  1. 2011 - An exploratory study of ERP implementation in Saudi Arabia [Crossref]
  2. 2011 - ITIL Service Transition
  3. 2016 - Exploring Strategic Change
  4. 2013 - Qualitative Data Analysis with NVivo
  5. 1977 - MIS problems and failures: a socio-technical perspective part I: the causes [Crossref]
  6. 2010 - Creating a sustainable approach to change: building organisational change capacity
  7. 2004 - Emergent change and planned change - competitors or allies?: the case of XYZ construction [Crossref]
  8. 2004 - Managing Change: A Strategic Approach to Organisational Dynamics
  9. 2009 - Reflections: ethics and organisational change - time for a return to Lewinian values [Crossref]
  10. 2012 - Leadership and change: the case for greater ethical clarity [Crossref]

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