E-Service and Organizational Change: A Process Model

E-Service and Organizational Change: A Process Model

Chorng-Shyong Ong (National Taiwan University, Taiwan) and Shang-Wei Wang (National Taiwan University, Taiwan)
DOI: 10.4018/978-1-4666-3622-4.ch010

Abstract

The pervasiveness of e-services offers organizations a new way to serve and engage their customers. Organizational change issues must be recognized and addressed to increase service quality and satisfaction of e-service. However, relevant research is limited. In this paper, the authors conduct a longitudinal in-depth case study of a successful e-service-induced governmental transformation and propose a three-stage change management model. First, the authors reveal the dynamic process of the e-service-induced organizational change. Second, the authors explicitly identify the role and influence of ICTs and customers in the change process, which is important in studying e-service-induced organizational change due to the boundary nature of e-service. Lastly, their three-stage change management model acknowledges the improvisational and technochange process of the e-service-induced change and can be used either as a theoretical framework or a practical management tool.
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Since there are different assumptions of the nature of change, either deliberate or emergent (Mintzberg & Waters, 1985), different management approaches have been proposed to cope with these different assumptions.

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