Change management in a nonprofit sector of a for-profit industry: A study of strategies used by credit union chief operations officers, chief executive officers, and vice presidents.

摘要

This qualitative inquiry study used phenomenological frameworks to gain a deeper understanding of change management from the nonprofit perspective. Fifteen active and sitting credit union COOs, CEOs, and VPs were interviewed using semi-structured interviews to learn what change management strategies are used in the nonprofit sector of a for-profit industry. The participants answered the research question: What change management processes have credit union COOs/CEOs/VPs successfully employed in order to meet business drivers such as increased market share, increased revenue, and increased member retention? Findings from the research suggest that change most recently, has been reactionary. Change management within the credit union industry was found to be motivated by cooperative principles because each change management project discussed was based on a foundation of meeting needs of the credit union membership.