Project Management

Coalignment Of Observed Versus Expected Practices In An Organizational Change Initiative: A Qualitative Case Study

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Executive Summary

Organizations implement change initiatives in order to transition from a less desirable present state to what is anticipated to be a more advantageous future state. One measure of the success of an organizational change initiative is the degree of coalignment between actually observed changes that are part of the change initiative versus those expected in the future state. Using qualitative research methods, this paper examines coalignment of observed versus expected changes in organizational practices related to adoption of the "Magnet hospital concept" by an academic medical center to increase recruitment and retention of nurses. Overall, the study found a high degree of congruency between actual and anticipated changes in practices.

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