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Organizational change: A strategy for successful implementation

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Abstract

This paper examines the major problems and issues in implementing planned organizational change. It highlights the current debates in the literature on change and itemizes the most important factors which need to be considered by these responsible for implementing change. However, in addition the paper argues that while this provides an initial direction in attempting to bring about organizational change there are, nevertheless, limitations in the literature. The paper overcomes these by developing a broader eight steps model based on case study examples which should provide those responsible for change with a realistic framework of implementation.

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Authors and Affiliations

  1. University of Melbourne, UK

    Paul Dainty

  2. Cranfield Institute of Technology, UK

    Paul Dainty & Andrew Kakabadse

Authors
  1. Paul Dainty
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  2. Andrew Kakabadse
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Dainty, P., Kakabadse, A. Organizational change: A strategy for successful implementation. J Bus Psychol 4, 463–481 (1990). https://doi.org/10.1007/BF01013609

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  • DOI: https://doi.org/10.1007/BF01013609

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