University of Twente Student Theses


The future of organizational change management

Paul, Maya Larissa (2015) The future of organizational change management.

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Abstract:Being able to handle organizational change effectively in practice can be seen as a key component of organizational survival. This especially holds true in an increasingly turbulent environment. Thus, this thesis aims to answer not only the question of what approaches to organizational change management look like in the current state but also what they will look like in the future state, namely in 2025. The focus hereby is on the three key elements of change management: process, people, principles. To come up with reasonable answers, a two-round Delphi survey with experts in the field has been conducted. The main findings are that organizational change appears to be a top-down approach which can be strategically planned and managed in the current state. In contrast to this, organizational change in 2025 will emerge in a more constant and natural way and hence will increasingly require the involvement of all stakeholders affected by the change initiative. When linking these results to already existing organizational metaphors, it appears that organizations currently work like a "Machine" in practice, whereas they will be a combination of the "Organism" and "Flux and Transformation" metaphor in the future. Consequently, Lewin´s three-step-model (1951) as well as Bullock and Batten´s planned change model (1985) describe best how organizational change is approached in the current state while Stacey and Shaw´s complex-responsive-processes model (2001) could become the most important organizational change management model in 2025.
Item Type:Essay (Bachelor)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:International Business Administration BSc (50952)
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