This piece of work endeavours to explore whether cultural change initiatives at Kingsland Grange have impacted employee engagement and competitive advantage. It is underpinned by a review of contemporary literature relating to cultural change, employee engagement and competitive advantage, which enabled a conceptual model to be developed, presenting a hypothesised causal relationship of the factors concerned. The validity of this model and the notion that cultural change influences employees’ engagement levels and competitive advantage was tested using a single case study at Kingsland Grange. The research was conducted using a multi method approach, incorporating semi structured interviews, documentary research and observational data. The findings support the assertion made in the contemporary literature that successful, well managed change has the potential to enhance employee engagement and competitive advantage, with unsuccessful change having the potential to detrimentally impact on these factors. The research data also provided an insight into the effectiveness of the cultural change process and explored methods employed for dealing with resistance to change
