11 research outputs found
Factors contributing to organizational change success or failure: a qualitative meta-analysis of 200 reflective case studies
Change, and changing, exercise the minds of most managers most of the time. In consequence, leadership
development and change management tend to be top priorities for many human resource development
(HRD) professionals today. Despite this, much academic and practitioner literature suggests that 70%
of all change programs fail. Through analyzing 200 organizational change case studies, this chapter examines this high failure rate, investigates leadership styles and their relationship to change, and explores
the key factors that either enable or hinder successful change. The key findings of this examination were
that the majority of the 200 studied change initiatives were considered successful and that using Kotter’s
change model, which has been long established, does not necessarily mean success; nor does the use of
a democratic/participative leadership style. The most significant hindering factors and the key critical
success factors are also acknowledged
Organizational change and development: the case for evidence-based practice
This chapter first discusses the complexities of change in organizations and why so many OCD programs
fail and makes the case for change agents to become evidence-based in their change agency practice.
The author then offers a definition of evidence-based organizational change and development (EBOCD)
and outlines the types of “best evidence” that can be used to inform and shape the formulation and
implementation of OCD strategies and to critically evaluate the associated processes and change agency
practices. Various distinctive evidence-based initiatives for OCD are discussed and several case examples
from the United Kingdom are presented. The chapter closes with a discussion of the specific merits of
“design science,” “professional partnership” research, and “replication” researchChapter