Literature abounds regarding the need for organizational change. However, Jaworski, Gozdz, and Senge (1998) noted that although much has been written about organizational change, there is little offered in literature about how to achieve change. Beer and Nohria (2000) added that existing organizational change theory is not sufficient to address organizational transformation especially relative to the people side of change. Wall (2004) echoed in this void claiming there is still no practical organizational change process, technique, or formula available to plan, lead, and sustain change. This brief literature suggests that organizational change is difficult due in part because there is not a clearly practical explanation of how to change. Thus, the grand aim here is to provide an understanding of how to change, what is commonly referred to as change implementation theory (Bennis, 1966). The research approach to accomplish this aim took a constructivist knowledge claim position in that theory generation is the goal. The strategy of inquiry followed a qualitative research method using grounded theory protocols. The result is detailed herein as an organizational change implementation theory and utilitarian change leadership guide regarding how best to plan, lead, and sustain organizational change.
|Keywords:||Change Management, Organizational Change, Government Business, Change Theory, Organizational Complexity, Dynamics of Change|
Assistant Professor, School of Management, George Fox University, Newberg, Oregon, USA
Assistant Professor, School of Global Leadership and Entrepreneurship, Regent University, Virginia Beach, Virginia, USA
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