Drivers of change: a contemporary model

Abstract

PurposeThis paper introduces a contemporary model developed by a Sydney‐based consulting firm, ChangeTracking Research. The model was developed through an initial survey of 146 companies based in 27 countries.Design/methodology/approachThe authors present a change development model which uses Hofstede's work as a foundation for understanding cross‐cultural differences in organizations from across the world and how that affects change management in these cultures. The model is informed by initial surveys of employees from 27 nationalities in 146 companies working in a variety of industries.FindingsThe paper presents a model that identifies six key drivers arising from different cultural dimensions that determine success in change management projects.Practical implicationsThe model developed in this paper introduces new knowledge of the cross‐cultural dynamics in change management projects which would prove useful to change managers throughout the world.Originality/valueThe paper presents a unique model that presents six key drivers that determine the success of change management. A subset of clusters under each driver presents an in‐depth understanding of the critical issues to be recognized and managed in differing cultural contexts.

Effect of Organizational Change on Employee Job Involvement: Mediating Role of Communication, Emotions and Psychological Contract

“…Collectively we can say that communication can play a mediating role in increasing the employee job involvement after the organizational change. Organizations with high level of uncertainty need to increase the amount of information to the employees in order to decrease uncertainty (Kirsch, Chelliah & Parry, 2011).…”

Developing New Future Scenarios for the U.S. Coast Guard's Evergreen Strategic Foresight Program

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Gestão de Mudança no Projeto De um Novo Produto: O Caso do Fundo Garantidor para Investimentos

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