Leerstellenmanagement in der Planung und Steuerung des Change-Managements von Bautechnologieunternehmen. Eine generelle Explikation, wie die autopoietische Fähigkeit von Unternehmen durch Lücken im Veränderungsprozess positiv potenziert werden kann

This paper addresses the fact – also ascertained by the author in his practical experience – that change management often falls short of achieving the intended effect to the desired extent. The large number of failed change process projects can be worrisome when one considers the many threats and opportunities currently challenging the economy, including Industry 4.0, digitalisation, growing globalisation, and the likelihood that successful change management will be critical to the survival of many companies.
The author has relied on the extensive existing scientific research to present the state of the art on the broadest possible basis. This paper follows the qualitative research methodology and ties in with existing scientific findings as related to gaps in change processes – an area which research has barely scratched in terms of its direct relevance. More precisely, research was undertaken for companies in the construction technology sector to determine which factors should be implemented in a change process geared to communication and relationship gaps, gaps in leadership and meaning, as well as spatial and social gaps. Where such factors are input, change processes can be designed more effectively.
The underlying data was collected from 16 interviews with experts. The interviews were transcribed and evaluated applying the methodology of Mayring’s qualitative content analysis. The results were discussed and interpreted in the light of existing scientific findings based on the present state of research. Existing scientific findings contribute inter alia the necessary stability to the research. On this basis, various determinants were derived with reference to the individual gaps; these can flow into a more promising design of change processes in construction technology companies. Additional insights were also gained, especially regarding the term “leadership”, which may be valuable in managing change. In this form, the findings have a novel character in practice. The results presented in this thesis can be regarded as contributing added value to science as well.