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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/92666

    Title: A Systematic Study of Change Management During CMMI Implementation: A Modified Activity Theory Perspective
    Authors: Shih, Sheng-Pao;Shaw, Ruey-Shiang;Fu, Ta-Yu;Cheng, Che-Pin
    Contributors: 淡江大學資訊管理學系
    Keywords: capability maturity model integration;CMMI;organizational change;software industry
    Date: 2013-08-01
    Issue Date: 2013-10-21 22:27:45 (UTC+8)
    Publisher: Hoboken: John Wiley & Sons, Inc.
    Abstract: This study proposed a modified activity theory framework, complemented by a dynamic time axis, to analyze each organizational change stage of a two-phase capability maturity model integration (CMMI) maturity level adoption case. The study revealed the following results: At the planning stage, the involvement of senior executives determined the positive attitude toward change. At the getting started stage, employees' clear recognition of change objectives determined the change effectiveness. At the letting go stage, department heads got involved, understood, and provided both support and mediating activities to achieve the actual benefits. At the completion stage, performance was used as a measurement tool to help internalize the change into new capabilities.
    Relation: Project Management Journal 44(4), pp.84-100
    DOI: 10.1002/pmj.21358
    Appears in Collections:[Graduate Institute & Department of Information Management] Journal Article

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