1. bookVolume 28 (2022): Issue 1 (March 2022)
Journal Details
First Published
30 Mar 2018
Publication timeframe
4 times per year
access type Open Access

Development of a readiness for change maturity model: an energy management system implementation case study

Published Online: 12 Feb 2022
Volume & Issue: Volume 28 (2022) - Issue 1 (March 2022)
Page range: 93 - 109
Received: 04 Oct 2021
Accepted: 20 Jan 2022
Journal Details
First Published
30 Mar 2018
Publication timeframe
4 times per year

This paper provides a methodology to assess the maturity of an organization’s readiness for change based on the use of a Fuzzy Analytic Network Process and fuzzy linguistic evaluation maturity model. This anticipatory approach’s purpose is to evaluate the extent in which an organization is ready to implement a change initiative, in order to enhance supportive behaviors and identify improvement areas before engaging the change and thus reducing change adoption failure risks. A case study for the implementation of an Energy Management System according to the ISO 50001 Standard within a factory operating in the automotive sector is provided. Rather than the classical technical approach found in energy management maturity models, this approach offers an organizational perspective. The use of the Fuzzy Analytic Network Process allows the consideration of the interrelations between factors, while the use of fuzzy logic for the evaluation through linguistic variables helps in taking the uncertainty and imprecision of respondents into consideration. This approach serves as a decision support system for decision-makers by providing the organization’s readiness maturity level as well as the identification of improvement areas that will help ensure a successful implementation of the desired change initiative. In the conducted case study, the obtained maturity level refers to an average readiness for change for the implementation of the Energy Management System and requires the definition of an improvement roadmap, comprising the following elements: ensuring top management leadership and organizational commitment and involving employees as well as internal communication on the personal and organizational benefits of the implementation of an Energy Management System.


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