Change management in dynamic environments: a study in the telecommunications industry

Abstract

This article seeks to understand how change management takes place in highly dynamic business environments. It is based on exploratory research in which the content analysis procedure as a qualitative method was used. In-depth interviews were conducted with executives from eight companies linked to Siemens, Motorola and Ericsson, involved in processes of change. The results revealed that there have been few changes or differences between the practices of change management in the three companies of the respondents; nor have all the essential steps in the process of change as explicitly advocated by the literature taken place. Despite the success achieved by these companies in implementing changes, the emergence of a sense of urgency and coalition in administrative issues addressed in the literature has not taken place, along with the involvement of people as a result of training and exchange of information promoted during project execution.