Critical success factors and sustainability criteria in the organizational change management: a case study in a chemical and petrochemincal company

Abstract

Changes can be seen as normal situations within the management process of an organization. Two elements are strong contributors as systematic support: management of change (MOC) and the critical success factors (CSF) for change, which also should desirable to be sustainable. The general goal of this work consists in identifying which CSF are determinant in the organizational change process, in specific in the approach of a Brazilian chemical and petrochemical company’s organizational MOC process in addition to the inclusion of proactive corporate sustainability management through a present scenario diagnosis. The aim of this paper is to identify which are the decisive CSF in the organizational change process, associated to the proactive management of corporate sustainability, through sustainability criteria. The methodology for the research was the case study. Main results identified forty-five CSF related to the organization’s MOC process and the Global Report Initiative (GRI) model as being the most adopted in the world business. Contributions from the literature were identified in CSF in the MOC process within the organization, such as constant and efficient communication process and resources, aiming to incorporate practices to the current organizational change model. Leadership and resources were the most relevant dimensions of CSF identified in the case study. Regarding the understanding of sustainability concepts, it was found among the answerers a vision that emphasizes the environmental dimension, despite social and economic dimensions, as well as gaps in their understanding of sustainability concepts and the connection of this subject with CSF in the MOC