Designing Organizational Change Management: determinants, choice architecture and implementation in healthcare

The thesis focuses on organizational change management and how to foster it. Specifically, the current dissertation applies behavioral sciences insights to study the determinants, the choice architecture, and implementation levers to support managers in designing organizational change management in healthcare. To do so, chapter 1 presents a review overview that attempts to make order to the fragmented production of organizational change management. The chapter refines well-established models introducing a taxonomy of the role, direction, and level of some constantly present variables of change. The human factor emerges as the brick on which to leverage change because it has the power to drive the implementation of change. Going on, via an organizational change data triangulation in a case study on the healthcare setting, chapter 2 combines different information sources to measure the outcomes of the choices taken during an organizational change. This chapter highlights the fundamental role played by a systematic measurement system that guarantees to monitor structures, processes, and outcomes proper of organizational change. Results ultimately show variability in decision-making among similar environments suggesting how managers could benefit from ad hoc structured departments to support organizational change. Further, chapter 3 proposes testing which motivational element is more promising in implementing change among healthcare professionals. Specifically, the chapter gives a pragmatic contribution to grasping individuals' change motivation antecedents thanks to a micro perspective through applying a psychological framework. The frontiers of microfoundations research in social sciences presented in this chapter show that scientific evidence (fact-finding motivators) is the most critical factor in driving change. The discussion supports the call for a scientific approach to organizational change through evidence-based management. In other words, this dissertation contributes to understanding how to design organizational change management architecture from its foundations to its implementation by managing evidence in a human irrational thinking system addressed by behavioral sciences.