Publication Date

December 1997

Abstract

This case study describes an e-mail based employee survey that was developed at Indus International to help the company as it underwent a large-scale organizational change. In February of 1996 the company went public, and their measurement tool (called the pulse) became a useful management change intervention because it also served as a communication device. This case study discusses the development of the survey, how it helped Indus progress through the changes they experienced as a result of rapid growth, and how this same intervention could be used by organizations undergoing transformation initiatives that include enterprise-wide software solutions.

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Suggested Citation
Welbourne, T. M., Clark, J. T. & Felton, R. W. (1997). Improving technology-based change processes through measurement and communication: A case study on Indus International (CAHRS Working Paper #97-29). Ithaca, NY: Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
http://digitalcommons.ilr.cornell.edu/cahrswp/170

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