Understanding Change Enablers in Service Organizations: A Contingency Theory Perspective

Enablers of change in the specific context of service organizations have received limited attention in the literature. Considering the unique features of service organizations, and applying contingency theory to them, this paper seeks to understand the change enablers. For this purpose, it examines the aspects that characterize service organizations from the technology, task and external environment perspective, analyses the resultant challenges to change initiatives, and identifies the measures required to overcome them. The paper provides supporting arguments based on findings from the existing change and service literature. Through this process, it highlights the significance of the following enablers of change: employee empowerment, team work, inter-group collaboration, change communication, rewards and training program, service-oriented culture, and senior management leadership. The paper emphasizes the importance of congruence between the enablers, and the role of employees, especially the senior management. Implications for scholars and future directions for research are discussed.