Change Management: From Theory to Practice
Open accessAbstract
This article presents a set of change management strategies found across several models and frameworks and identifies how frequently change management practitioners implement these strategies in practice. We searched the literature to identify 15 common strategies found in 16 different change management models and frameworks. We also created a questionnaire based on the literature and distributed it to change management practitioners. Findings suggest that strategies related to communication, stakeholder involvement, encouragement, organizational culture, vision, and mission should be used when implementing organizational change.
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
Team effectiveness and change management research in other types of organizations and settings is largely converging.
“Team effectiveness and change management research in other types of organizations and settings (e.g., military, aviation, space exploration) [98–103] is largely converging.”
From Teamwork and implementation of innovations in healthcare and human service settings: a systematic review (2024) · cites this paper as [99]
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Cites
(1994) · Journal of the American Dietetic Association · doi:10.1016/0002-8223(94)92216-0 · Cited by 46,726 · see citing works
CONTEXT AND ACTION IN THE TRANSFORMATION OF THE FIRM
Pettigrew, A. (1987) · Journal of Management Studies · doi:10.1111/j.1467-6486.1987.tb00467.x · Cited by 1,600 · see citing works
Field Theory in Social Science: Selected Theoretical Papers
Lewin, K., & Cartwright, D. (1975) · Medical Entomology and Zoology · Cited by 1,428 · see citing works
Waterman, R. H., Peters, T. J., & Phillips, J. R. (1980) · Business Horizons · doi:10.1016/0007-6813(80)90027-0 · Cited by 806 · see citing works
Self-citationBuilding an Inclusive Diversity Culture: Principles, Processes and Practice
Pless, N. M., & Maak, T. (2004) · Journal of Business Ethics · doi:10.1007/s10551-004-9465-8 · Cited by 660 · see citing works
Kotter, J. P. (2011) · doi:10.15358/9783800646159 · Cited by 522 · see citing works
Nadler, D. A., Tushman, M. L., & nadler, M. B. (1997) · Oxford University Press eBooks · doi:10.1093/acprof:oso/9780195099171.001.0001 · Cited by 503 · see citing works
Managing Change and Transition
(1998) · PsycEXTRA Dataset · doi:10.1037/e667582007-001 · Cited by 313 · see citing works
A change management process: Grounded in both theory and practice
Mento, A. J., Jones, R. M., & Dirndorfer, W. (2002) · Journal of Change Management · doi:10.1080/714042520 · Cited by 303 · see citing works
Managing planned and emergent change within an operations management environment
Bamford, D., & Forrester, P. (2003) · International Journal of Operations & Production Management · doi:10.1108/01443570310471857 · Cited by 290 · see citing works
It's Just a Phase We're Going Through: A Review and Synthesis of OD Phase Analysis
Bullock, R. J., & Batten, D. (1985) · Group & Organization Studies · doi:10.1177/105960118501000403 · Cited by 206 · see citing works
Beyond Change Management: Advanced Strategies for Today's Transformational Leaders
Anderson, D., & Ackerman-Anderson, L. S. (2001) · Cited by 199 · see citing works
Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017) · Journal of Change Management · doi:10.1080/14697017.2017.1299370 · Cited by 178 · see citing works
Neves, P. (2009) · Journal of Change Management · doi:10.1080/14697010902879178 · Cited by 168 · see citing works
Pollack, J., & Pollack, R. (2014) · Systemic Practice and Action Research · doi:10.1007/s11213-014-9317-0 · Cited by 145 · see citing works
Leadership and Change: The Case for Greater Ethical Clarity
Burnes, B., & By, R. T. (2011) · Journal of Business Ethics · doi:10.1007/s10551-011-1088-2 · Cited by 125 · see citing works
Internal change agents’ view of the management of change problem
Saka, A. (2003) · Journal of Organizational Change Management · doi:10.1108/09534810310494892 · Cited by 88 · see citing works
Change management practices: Impact on perceived change results
Raineri, A. (2010) · Journal of Business Research · doi:10.1016/j.jbusres.2009.11.011 · Cited by 81 · see citing works
The Tools and Techniques of Change Management
Hughes, M. (2007) · Journal of Change Management · doi:10.1080/14697010701309435 · Cited by 56 · see citing works
Doyle, T., & Brady, M. P. (2018) · Journal of Higher Education Policy and Management · doi:10.1080/1360080x.2018.1478608 · Cited by 55 · see citing works
Exploring organizational change best practice: are there any clear‐cut models and definitions?
Hallencreutz, J., & Turner, D. (2011) · International Journal of Quality and Service Sciences · doi:10.1108/17566691111115081 · Cited by 44 · see citing works
Extending McKinsey’s 7S model to understand strategic alignment in academic libraries
Cox, A. M., Pinfield, S., & Rutter, S. (2018) · Library Management · doi:10.1108/lm-06-2018-0052 · Cited by 39 · see citing works
(2011) · PubMed · Cited by 32 · see citing works
Application of Six Sigma/CAP Methodology: Controlling Blood-Product Utilization and Costs
Neri, R. A., Mason, C. E., & Demko, L. (2008) · Journal of Healthcare Management · doi:10.1097/00115514-200805000-00009 · Cited by 28 · see citing works
Flagged first, then by citations
Research works printed but not linked: 12
- Beckhard, R., & Harris, R. T. (1987). Organizational transitions: Managing complex change (2nd ed.). Addison-Wesley Publishing Company.
- Buchanan DA Boddy D The expertise of the change agent 1992 Prentice Hall
- Burnes, B. (2000). Managing change: A strategic approach to organisational dynamics (3rd ed.). Prentice Hall.
- Carnall, C. A. (2007). Managing change in organizations (5th ed.). Prentice Hall.
- Connor, P. E., Lake, L. K., & Stackman, R. W. (2003). Managing organizational change (3rd ed.). Praeger Publishers.
- Cummings, T. G., & Worley, C. G. (1993). Organizational development and change (5th ed.). West Publishing Company.
- Fowler, F. J., Jr. (2014). Survey research methods: Applied social research methods (5th ed.). Sage Publications Inc.
- French, W. L., & Bell, C. H. Jr. (1999). Organizational development: Behavioral science interventions for organizational improvement (6th ed.). Prentice-Hall Inc.
- Gall, M., Gall, J. P., & Borg, W. R. (2003). Educational research: An introduction (7th ed.). Allyn & Bacon.
- Kanter, R. M., Stein, B. A., & Jick, T. D. (1992). The challenge of organizational change. The Free Press.
- Pettigrew AM Theoretical, methodological, and empirical issues in studying change: A response to Starkey Journal of Management Studies 1987 24 420 426
- Phillips, J. B. (2021). Change happens: Practitioner use of change management strategies (Publication No. 28769879) [Doctoral dissertation, Florida State University]. ProQuest Dissertations & Theses Global.
Cited by
Sorted by citations
McGuier, E. A., Kolko, D. J., Aarons, G. A., Schachter, A., Klem, M. L., Diabes, M. A., Weingart, L. R., Salas, E., & Wolk, C. B. (2024) · Implementation Science · doi:10.1186/s13012-024-01381-9 · Cited by 70 · see citing works
- Authors
- Phillips, J., & Klein, J. D.
- Affiliations
- Florida State University (US)
- Corresponding author
- Phillips, Jeffrey
- Venue
- TechTrends
- Published
- 2022-09-09
- Volume
- 67
- Issue
- 1
- Pages
- 189-197
- ISSN
- 1559-7075 (ISSN-L)
- 8756-3894
- PMC
- PMC9462626
- OpenAlex
- W4295027622
- Cited by
- 129
- References
- 24
- Citations by year
- 2026: 35 · 2025: 36 · 2024: 35 · 2023: 23
- FWCI
- 22.19
- Type
- journal article
- Language
- en
- Open access
- bronze
- doi.org
- Licence
- Locations
- TechTrends (publishedVersion)
- PubMed Central (publishedVersion)
- PubMed (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Keywords
- change management, organizational change, change management strategies, change management models, change management framework, communication, stakeholder engagement, organizational culture, organizational vision and mission
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review