Implementing technochange: assessing the role of change management practices within an Australian police force

This paper draws upon research findings from a larger case study into technology-based organisational change. The paper presents results that assess the role and use of change management practices over a ten-year period within technology-based projects at Tasmania Police. Building on the concept of ‘technochange’ (Markus, 2004) the results challenge aspects of conventional thinking on the role and use of change management practices in technology-based projects. The paper highlights how technology agency can directly impact on an organisation’s ability to manage change and to respond proactively or reactively.

This research provides support for Markus’ (2004) suggestion that a combination of project management and change management is not sufficient for handling technochange. It also contributes to understanding of how a hierarchical para-military organisation deploying strong project management and governance principles can face difficulties in dealing with the change impacts of technology-based projects.