South Asian Journal of Management

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Rethinking Organizational Change: Towards a Conceptual Framework


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1 Human Resource & Organizational Behavior Area, Indian Institute of Management Kashipur, Kundeshwari, Kashipur 244713, Uttarakhand, India
     

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In this paper, a systematic process of literature review has been followed to identify diverse nomenclatures and common themes within the existing literature on organizational change. The role of organizational readiness and employee resistance, along with their antecedents are discussed in the study. Additionally, it is emphasized that while considering change initiatives, organizations also need to carefully evaluate three parameters of change, i.e., ‘rate of occurrence’ of change, ‘the scale’ of change, and ‘the implementation’ process of change. In particular, the paper proposes a conceptual model that features and extends upon the previous work on trajectories of industry-level changes based on the ‘core assets’ and the ‘core activities’ of an industry for instituting appropriate change strategies at the organization level. Such categorization can help organizations identify and adopt the right change strategies within their ecosystem while at the same time planning for change interventions in the real world scenario.

Keywords

Change Implementation Process, Employee Resistance, Industry-level Change, Organizational Change, Organizational Readiness.
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  • Rethinking Organizational Change: Towards a Conceptual Framework

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Authors

Arbind Samal
Human Resource & Organizational Behavior Area, Indian Institute of Management Kashipur, Kundeshwari, Kashipur 244713, Uttarakhand, India
Devjani Chatterjee
Human Resource & Organizational Behavior Area, Indian Institute of Management Kashipur, Kundeshwari, Kashipur 244713, Uttarakhand, India

Abstract


In this paper, a systematic process of literature review has been followed to identify diverse nomenclatures and common themes within the existing literature on organizational change. The role of organizational readiness and employee resistance, along with their antecedents are discussed in the study. Additionally, it is emphasized that while considering change initiatives, organizations also need to carefully evaluate three parameters of change, i.e., ‘rate of occurrence’ of change, ‘the scale’ of change, and ‘the implementation’ process of change. In particular, the paper proposes a conceptual model that features and extends upon the previous work on trajectories of industry-level changes based on the ‘core assets’ and the ‘core activities’ of an industry for instituting appropriate change strategies at the organization level. Such categorization can help organizations identify and adopt the right change strategies within their ecosystem while at the same time planning for change interventions in the real world scenario.

Keywords


Change Implementation Process, Employee Resistance, Industry-level Change, Organizational Change, Organizational Readiness.

References