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Related Experiment Video

Updated: Jul 1, 2026

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

Published on: February 19, 2021

Stakeholder approach for evaluating organizational change projects.

Antti Peltokorpi¹, Antti Alho, Jaakko Kujala

¹Department of Industrial Engineering and Management, Helsinki University of Technology, Finland. antti.peltokorpi@tkk.fi

International Journal of Health Care Quality Assurance

|September 13, 2008

Summary

This study introduces a model to evaluate organizational change initiatives by assessing stakeholder resistance. It identifies six key factors to predict and manage change challenges effectively in healthcare settings.

Related Experiment Videos

Last Updated: Jul 1, 2026

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

Published on: February 19, 2021

Area of Science:

Healthcare Management
Organizational Behavior
Change Management

Background:

Organizational change initiatives often face challenges due to stakeholder resistance.
Effective evaluation models are crucial for successful implementation of change projects.
Stakeholder theory provides a framework for understanding resistance to change.

Purpose of the Study:

To develop and present a model for evaluating organizational change initiatives.
To assess change projects from the perspective of stakeholder resistance.
To improve the management of change in healthcare organizations.

Main Methods:

Literature review of stakeholder theory to define factors influencing change implementation challenges.
Development of a model to evaluate change projects and their potential benefits.
Testing the model's practical validity for screening change initiatives, specifically in operating room productivity.

Main Results:

Six key factors for evaluating change initiatives were identified: intervention effect on stakeholders, stakeholder influence capability, motivation, capability to change, change complexity, and management capability.
The model provides a structured approach to assess the likelihood of stakeholder resistance.
These factors can be used to screen and prioritize change projects.

Conclusions:

The proposed model offers a novel approach to understanding and managing stakeholder resistance in organizational change.
It can be utilized to prioritize change projects, enhance organizational competence, and improve change outcomes.
Further empirical testing across diverse healthcare contexts is recommended to validate the model's generalizability and the link between stakeholder factors and project success.