A strategic framework for change management

Andrew D.F. Price · Kirandeep Chahal

125 citations0/0 files storedConstruction Management and Economics

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Organizational Change and Leadership Leadership and Management in Organizations Organizational Management and Change

Abstract

Many organizations have undergone substantial change over recent years and the importance of organizational culture to organizational analysis and change management has been increasingly recognized. However, the implementation of change is a complex process that is not always successful due to a variety of reasons. Failure in most change processes can be traced back to poor communications and underestimation of the amount of retraining required. The main aim of this research is to identify the key steps that could improve the management of change. Literature relating to organizational culture, the need for change, types of change and resistance to change was used to develop a theoretical basis for the research. Organizational change management case studies and exploratory interviews were used to document experiences of organizational change and develop a strategic framework for change management. Validation was through acceptance and adoption of the developed process within a construction‐based organization. The research has demonstrated how well‐planned change helps to ensure that change is successfully implemented. Critical to successful change is not only the development of more efficient and effective processes but alignment of organizational culture to support these new processes.

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1993Organizational culture and leadership 1960The Norm of Reciprocity: A Preliminary Statement 1986Research in Organizational Behavior.1986Organizational Culture and Leadership 1953Field Theory in Social Science 1968Organization and Environment: Managing Differentiation and Integration.1992Corporate Culture and Performance 1990Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twenty Cases

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