This research gives an overview of commonly known and established Change Management theories and models and reviewed their applicability in IT-enabled Change projects. 

The following Change Management models were described, and its elements further explained: “Kotter’s Eight Stages”, “McKinsey 7S”, “Lewin’s Three-Stage Theory”, “ADKAR Model”. Change Management in IS covered the Innovation Diffusion Theory (IDT). 

This study contributed to research with an original comparison of the Change Management models explained. A compiled framework underlined the overlaps between the Change Management models. Main similarities and differences among the Change Management models could be highlighted by creating a concept matrix. The concept matrix illustrated two different concepts of Change Management: “Change Management” and “Change Management in Information Systems (IS)”. Both concepts were further divided into an organizational perspective and individual perspective. This detailed division gave guidance for the applicability of the explained Change Management models. 

The applicability of the stated Change Management theories and models was presented in the empirical study of this thesis through a Case study approach of a real IT-enabled Change project: the “FENIX Program” at Husqvarna Group. This project used a structured Change Management approach for the implementation of a global Supply Chain Planning System, thus could be considered an IT-enabled Change project.

The Case study organization or any other organization within the context of IT-enabled change projects can use the findings of this study to control if their Change Management approach or framework is following any of the stated Change Management models. It allows to control if all elements were thought of, or if any important elements were left out and need to be added or taken into account.