The literature exploring organizational change theory, while rich in conceptual frameworks, is limited on longitudinal studies of fraternity and sorority organizations, and/or the higher education environments in which they exist, undergoing long-term change initiatives. Based on a review of the literature on organizational change theory, this article has outlined a specific model of change related to the relational culture of fraternities and sororities. As this article explicates the operationalization of change theory through a model specific to the fraternity/sorority context, aspects of the literature related to this unique population and industry are as follows: defining change in an organizational context, inertia, role of environment, performance aspects and criteria, readiness, barriers and resistance to change, organizational learning and unlearning, consequences of change, and models for planning and implementing change
