Purpose: The purpose of this paper is to develop, implement, test and further enhance a framework for measuring organizational change initiatives. Design/methodology/approach: The conceptual part of the framework is based on the structured analysis of existing literature. The framework was further developed during an action research (AR) study where the authors developed, implemented, evaluated and improved the measurement system for organizational change initiatives. Findings: The academic literature is rich in conceptual articles providing required characteristics of a “good” measurement system and frameworks for how organizations should measure performance. However, academia provides less empirical evidence of how these performance measurement systems can be implemented, evaluated and improved. In this paper, the authors present a study where the developed measurement system has been implemented, evaluated and improved. The results in terms of how the actual framework worked as well as the response from the case organizations are equally positive. Research limitations/implications: The framework has been implemented in two different, major change initiatives in one case organization. While the results are truly encouraging, the framework needs to be further tested and refined in more organizations. Practical implications: There is a gap between academic perception and practical reality regarding how organizations should measure performance in general as well as measuring organizational change initiatives. The presented, and empirically tested, framework measures both the results of the change initiative (effectiveness) the actual change process (efficiency) as well as the perception of the change initiative and process from different key stakeholders. Originality/value: This is the first developed, implemented and further improved measurement system for organizational change which measures both the efficiency and effectiveness of the change initiative (process). (Less)

中文翻译：

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变革计划的绩效评估系统

目的：本文的目的是开发，实施，测试和进一步增强用于衡量组织变革计划的框架。设计/方法/方法：框架的概念部分基于对现有文献的结构化分析。该框架是在一项行动研究（AR）研究期间进一步开发的，作者在该研究中开发，实施，评估和改进了组织变革计划的衡量系统。调查结果：学术文献中包含大量概念文章，这些文章提供了“良好”度量系统的必要特征以及组织应如何度量绩效的框架。但是，学术界对于如何实施，评估和改进这些绩效评估系统的经验证据较少。在本文中，作者提出了一项研究，其中已实施，评估和改进了已开发的测量系统。就实际框架的运作方式以及案例组织的回应而言，结果同样是积极的。研究的局限性/意义：该框架已在一个案例组织中以两种不同的重大变更计划实施。虽然结果令人鼓舞，但仍需要在更多组织中进一步测试和完善该框架。实际意义：关于组织应如何总体衡量绩效以及衡量组织变革计划，学术观念与实践现实之间存在差距。提出并经过实证检验的 框架衡量变革计划的结果（有效性），实际变革过程（效率）以及不同关键利益相关者对变革计划和过程的看法。原创性/价值：这是针对组织变更的第一个开发，实施和进一步改进的度量系统，用于度量变更计划（流程）的效率和有效性。（减）