A critical analysis of John P. Kotter's change management framework

Rajan, Rekha S.; Ganesan, Rajkumar

doi:10.5958/2249-7307.2017.00106.2

Cited by 12 publications

(13 citation statements)

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“…The efficacy of Kotter's method has been broadly supported in the literature (Kang et al, 2020). Notwithstanding its wide acceptance, Kotter's process was criticized on the grounds that the model with similar change management methods define the necessary actions needed without offering much explanations on how to realize them and no distinct criteria for determining success of change (Rajan & Ganesan, 2017). It has also been criticized for not providing adequate details to guide change management in all circumstances (Appelbaum et al, 2012).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

An Evaluation of the Impact of Change Management on Employee Performance in the Nigerian Electricity Regulatory Commission

Akunne¹,

Ibrahim²

2021

OJBM

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This research is aimed at evaluating the extent to which change management impacts on employee's performance in the Nigerian Electricity Regulatory Commission Sector. The study adopted research design based on data collected through questionnaire survey distributed to staff of the Commission. Questionnaires were distributed electronically to 80 employees and 60 completed questionnaires were returned at a response rate of 75%. Non-probability sampling techniques were used. Using descriptive and inferential statistics methods, this study found that a positive relationship existed between various changes in the Commission, the attitude of employees to work and their general performance. To the best knowledge of the researcher, few empirical studies have been conducted to determine how change management has impacted on employee performance in the Nigerian public sector; specifically, in the Nigerian Electricity Regulatory Commission. This study aims to fill that gap.

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Section: Theoretical Frameworkmentioning

confidence: 99%

An Evaluation of the Impact of Change Management on Employee Performance in the Nigerian Electricity Regulatory Commission

Akunne¹,

Ibrahim²

2021

OJBM

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“…Nevertheless, Kotter's eight stage process for planning and implementing an organisational change is one of the most broadly acknowledge and used models for change management (Appelbaum et al, 2012;Campbell, 2008;Pollack and Pollack, 2015;Rajan and Ganesan, 2017). Appelbaum et al (2012) comment in detail Kotter's change management model.…”

Section: Defining Change Managementmentioning

confidence: 99%

The change management process in the contemporary environment

Sedej¹

2021

IJDIPE

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The success of change management is vital to every organisation as it ensures changes are implemented smoothly and have the planned impact. The literature review raises different questions regards to the change management process as only a few of articles copes with it profoundly. The fact is that organisations have been experiencing tremendous pressure for strategic change in last decade and even more intense in the last year. The central aim of this article is to provide a critical review of the main theories to change management with the focus on the change process. The article also provides fresh empirical data on change management process from top management point of view. The article concludes with constructing a change process model and recommendations for managing change in the contemporary fast-changing environment.

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“…As previously introduced, organizational transformations are not easy processes and there is no shortage of authors reporting unsuccessful cases (Aslam et al, 2018). To have better chances of success a methodology should be well-defined, alienated with the business structure and executed properly (Attaran, 2000;Brisson-Banks, 2010;Rajan & Ganesan, 2017). Developing an instruction plan or roadmap of the change process beforehand is considered a critical factor for the success of the transformation (Chrusciel & Field, 2006).…”

Section: Organizational Change Literature Reviewmentioning

confidence: 99%

Towards data-driven culture in a Spanish automobile manufacturer: A case study

Esteller-Cucala

Fernández

Villuendas

2020

JIEM

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Purpose: Data-driven decision-making is a growing trend that lots of companies are nowadays willing to adopt. However, the organizational transformation needed is not always as simple and logical as it could seem and the comfort of the old habits can dim the change effort. The purpose of this study is to identify the potential problems that may arise in a real company’s transformation from a traditional intuition-driven decision-making model to a data-driven model. Design/methodology/approach: In order to reach this goal, a single case study method was used. Initially a literature review was conducted to analyze both the importance of the change to a data-driven culture and the process of organizational change. Thus, a case study method was adopted in a company of the automotive sector that included experimentation in the website design decision-making process. Findings: As a result of the case study, it was found that all the most cited risks for the organizational change process commented in the literature appeared in the project. However, even being warned of potential dangers the specific actions to prevent the damages were not trivial.Originality/value: The study presents in detail, the application of an organizational change model in a company. Important insights can be extracted from the specific case of a digitalization performed inside traditional industrial company.

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A critical analysis of John P. Kotter's change management framework

Cited by 12 publications

References 0 publications

An Evaluation of the Impact of Change Management on Employee Performance in the Nigerian Electricity Regulatory Commission

An Evaluation of the Impact of Change Management on Employee Performance in the Nigerian Electricity Regulatory Commission

The change management process in the contemporary environment

Towards data-driven culture in a Spanish automobile manufacturer: A case study

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