Transformational Organizational Change as Projects: Exploring the Actions Taken by Project Managers When Leading and Implementing Change

^{Authors: 1}Catherine Cockrell | ¹Diana McBurnett | ²Andrea D. Ellinger, Ph.D.

¹Doctoral Student, ²Professor of Human Resource Development

College of Business and Technology, University of Texas

Email: ccockrell@patriots.uttyler.edu | dmcburnett@patriots.uttyler.edu | aellinger@uttyler.edu

Abstract

The use of a project concept in implementing organizational change is an emerging perspective in the literature.  A recent study examined the roles and skills of project managers involved in first-order change and compared them to existing competencies for managing change. However, limited research has examined the actions taken by project managers engaged in leading and implementing second-order, transformational change.  Therefore, to address this shortcoming in the literature, we propose a qualitative single-case study design to better understand the actions of project managers during a second-order transformational change project.  Semi-structured interviews will be conducted to address the following question:  What are the actions taken by project managers when leading and implementing a transformational change initiative? The study will be underpinned by Lewin’s (1947) and Kotter’s (1996) change theories.  We anticipate that the findings will provide insights about the actions taken by project management practitioners and will augment knowledge on the integration of project management and change management actions within a transformational change context.  

Keywords: Project Management, Project Management Actions, Transformational Organizational Change, Second-Order Organizational Change, Project Management Professional Standards, HRD and Project Management Connection 

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