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Organizational changes are becoming more and more important due to increasing competition and rapid technological evolution. However, the intended benefits of organizational changes depend strongly on how effectively process innovations are implemented within an organization. Hereby, the management of the employee’s acceptance is considered as one of the most critical tasks in change management projects.

Normally, employee acceptance is evaluated using theory-based acceptance models. We start by reviewing the existing process innovation-related acceptance models. In a next step, we describe a new model, called DART, which is based on the idea of the balanced scorecard, using a meta-structure in order to identify a balanced set of individually measurable acceptance criteria. Guided by an action research approach, we further describe a case example showing the application of DART in a process reengineering project.

We close our paper by reviewing the consequences of our research, as well as the suitability of DART in the research context. The results presented in this paper are expected to have important implications for both, researchers who should benefit from a very flexible acceptance model as well as managers and process designers who should gain valuable insights for their change implementation efforts.