Abstract
Profile analysis is proposed as a means for advancing empirical change process research. In the context of organizational studies, a profile can be viewed as a set of sequentially arranged factors that expresses the relative strength of individual factors and holistic patterns inside or between organizational entities. To demonstrate the utility of the approach in change process research, profile analysis was employed in a cross-sectional study. Hypotheses related to Lewin’s three-step model of change were tested using data obtained from managers involved in change implementation. Results confirmed a progression through Lewin’s unfreezing-movement-refreezing sequence during implementation. Profiles that reflected higher systematic use of change process factors were also found related to implementation success. Many future research opportunities are apparent, such as investigating interorganizational change profile types and using profile analysis to enhance longitudinal research designs.
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