Effective organisational change to achieve successful ITIL implementation: Lessons learned from a multiple case study of large Australian firms. Issue 3 (4th June 2019)

• Record Type: Journal Article
• Authors: Blumberg, Malcolm; Cater-Steel, Aileen; Rajaeian, Mohammad Mehdi; Soar, Jeffrey
• Is Part Of: Journal of enterprise information management. Volume 32:Issue 3(2019)
• Page Start: 496
• Page End: 516
• Publication Date: 2019-06-04
• Subjects: Organizational change -- ITIL -- IT service management; Management information systems -- Periodicals; Business logistics -- Periodicals; Business -- Data processing -- Periodicals; Management -- Data processing -- Periodicals; 658.05
• DOI: 10.1108/JEIM-06-2018-0117
• Languages: English
• ISSNs: 1741-0398

Abstract

Abstract : Purpose: Although an increasing number of organisations implement the Information Technology Infrastructure Library® (ITIL®) with the aim to improve provision of information technology services to their customers, a significant number of ITIL implementations do not achieve the expected outcomes. The organisational change strategies of organisations during ITIL implementation initiatives may have an effect on success, but empirical research on this topic is scarce. The paper aims to discuss these issues. Design/methodology/approach: A multiple case study methodology comprising successful ITIL implementations in eight large Australian organisations is used. A socio-technical systems approach represented by Leavitt's Diamond is adopted as a lens to shed light on the attributes of effective organisational change strategies for successful ITIL implementation. Findings: This paper identifies organisational change strategies employed by organisations that have effected a successful ITIL implementation. The authors identified that the ITIL implementation required changes to the four components of the socio-technical work system (STS) identified in Leavitt's Diamond. Changes to one STS component affected other STS components when implementing ITIL; and that effort applied to the STS components did not need to be equal, but appropriate to the requirements of the ITIL implementation and the organisation. Research limitations/implications: The sample size of eight ITIL implementation cases studied may limit the generalisation of findings. Practical implications: This research provides IT service management researchers and ITIL practitioners, for the first time, information about organisational change strategies as applied to successful ITIL implementations. Originality/value: This research has developed novel insights into organisational change strategies and ITIL implementation that had not previously been explored.