Exploring the engagement of project leaders in organizational change management process in the AEC industry

Abstract

This dissertation explores the integration of Project Management (PM) and Organizational Change Management (OCM) within the Architecture, Engineering, and Construction (AEC) industry, with a specific focus on the roles, practices, and engagement of Project Leaders (PLs) in the OCM process. The research aims to enhance understanding of how PLs contribute to OCM. Using a qualitative methodology, the study involved in-depth interviews with five senior managers to gather detailed insights. The findings reveal insufficient integration between PM and OCM, highlighting the need for more alignment between the two fields. Also, the findings reveal that PLs have a key role in OCM. However, their engagement often focus on the execution phases of change than in the strategic phases. The research underscores the necessity of engaging PLs throughout the entire OCM process and developing their change leadership skills. By studying PLs roles in OCM, this research bring to light the significant role of middle management in facilitating organizational changes (OCs) within project-based organisations (PBOs). The conclusion stresses the importance of integrating PM and OCM, adopting flexible OCM approaches, and enhancing PLs’ roles in both the strategic and execution phases of the OCM process. This research offers valuable insights for both academia and practitioners, providing a framework for enhancing PLs’ engagement in OCM, and also improving overall OCM process to implementing OCs successfully.