Purpose - The purpose of the paper is to figure out the major factors for change innovation by deducing mutual common factors from comparison of interrelations between Balanced Scorecard and Change Management.
Design/Methodology - The model is built up by coupling factors which are derived from literature review of both theories, Balanced Scorecard and Change Management. Through cross analysis on factors suggested on Balanced Scorecard and Kotter's Change Management, influential and considerable factors for change in organization are proposed.
Findings - This study deals with the failure for organizational change and provides factors to check on each stage of changing procedures. 7 different but complementary factors are proposed by comparison and inter-relations between Balanced Scorecard and Change Management. In addition, in-depth interview is conducted using these factors in order to consider organizational change capabilities and finds out relative preference.
Implications - Among 7 factors, 'willingness of leaders and innovation-leading team' is revealed as the most ease to applicable according to survey. Meanwhile most common factor for the failure of changing reveals 'institutionalizing and learning organization' Most innovative efforts cannot last for long because organization disregards the importance of institutionalization of innovative initiatives and linkage them to rewarding system, resource allocation afterwards which are very important for organization to stabilize innovation.