The importance of change management in reforming customs

Abstract

Customs organisations operate in a complex environment of constant change. They are required to respond to the promotion of economic development and to comply with regional, national and international obligations. To accommodate changes in these areas, it is important to determine 'a certain management type' to implement change processes. As well, it is critical to identify the most significant characteristics of change management theory. In defining change management, the three constituents identified by Nickols (2004) - the task of managing change, a body of knowledge, and an area of practical application - are regarded as being the most relevant to this particular investigation. Having addressed the first two of Nickols' constituents in part one of this article, the last is now addressed and draws as well on Kanter's (1999) approach. The Latvian Customs State Revenue Service (SRS) presents a striking example of a complex organisation where many factors are to be considered in order to effectively manage change.