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Cited by 76Organizational Change and LeadershipArtificial Intelligence ApplicationsCorporate Management and Leadership

Augmenting Organizational Change and Strategy Activities: Leveraging Generative Artificial Intelligence

Open access
Kanitz, Rouven, Gonzalez, Katerina, Briker, Roman, Straatmann, Tammo·2023·The Journal of Applied Behavioral Science
DOI 10.1177/00218863231168974
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Abstract

In this scoping essay, we discuss the potential for generative artificial intelligence (GAI) to shape the work of organizational change, development, or strategy implementation professionals. Using a case example of a culture change initiative, we illustrate how practitioners can benefit from using GAI tools to augment relevant change activities in planning initiative content and roll-out, mobilizing stakeholders, and monitoring initiative progress. We conclude with a reflection on the limitations of GAI systems and outline directions for future research related to (1) stakeholder responses to GAI, (2) GAI impact on the nature of change work, and (3) GAI value creation for change work and unintended consequences of GAI use.

AI snapshot

Written from the paper’s full text.

TL;DR

This scoping essay argues that generative AI (GAI) tools such as ChatGPT can augment organizational change, development, and strategy implementation work. Using a culture change case at TechCorp, it illustrates GAI use for planning, stakeholder mobilization, and monitoring, while cautioning about vague output, source opacity, bias, and ethical risks.

Key findings

  • GAI can augment three common change activities: (1) planning initiative content and roll-out, (2) mobilizing stakeholders, and (3) monitoring initiative progress.
  • In the TechCorp culture change example, ChatGPT-3 generated theme titles, quotes, and behavioral principles; a 12-month roll-out plan for a 10,000-employee manufacturer; two newsletter versions (enthusiasm/promotion focus vs. agitation/prevention focus); a role-play with a resistant engineer; and sentiment/theme analysis of 10 open-ended employee responses rated 1–5.
  • The paper identifies limitations including vague/generic suggestions, lack of source transparency, hallucinated or misattributed sources, potential bias from overrepresented training-data cases, and ethical/legal concerns.
  • It outlines future research on stakeholder responses to GAI, GAI’s impact on the nature of change work, and GAI value creation plus unintended consequences.

Methods

  • Scoping/conceptual essay, not an empirical study; it uses a case example of a culture change initiative at TechCorp, a technology manufacturer, building on field research of the first author (Kanitz et al., 2022).
  • Uses OpenAI’s ChatGPT-3 (Jan 30, 2023 version) to generate illustrative outputs for planning, mobilizing, and monitoring activities, with prompts and outputs presented in tables.
  • Analysis is illustrative and reflective, discussing applications, limitations, and future research rather than testing hypotheses or estimating effects.

Limitations

  • Stated: GAI suggestions often appear vague and generic; designing successful change is context-sensitive, so outputs need further development by humans with change-management expertise and organizational knowledge.
  • Stated: source transparency is lacking; ChatGPT may not provide references unless prompted, may hallucinate or misattribute sources (e.g., the William Butler Yeats quote is discussed as a misattribution), and some sources in the examples are not stated correctly or do not exist; bias and ethical/legal issues are also noted.
  • Evident: the paper offers no empirical validation of GAI’s benefits or risks, relies on a single illustrative case and ChatGPT-3, and limits the sentiment-analysis example to 10 employee responses to ease judgment of accuracy.

Model-written summary. Check it against the paper before relying on it.

Integrity signals

Registry

Crossref · 10.1177/00218863231168974

Cites

24 of 24 references verified0 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Claims the paper makes

0 of 18 cited sources checked · 0 supported · 0 flagged

  • Findingcitation

    GPT can help to extract topics and evaluate the sentiment of real open-ended employee responses collected in a survey of a culture change initiative.

    “In Table 6, we demonstrate how GPT can help to extract topics and evaluate the sentiment of real open-ended employee responses collected in a survey of a culture change initiative (see Kanitz et al., 2022).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Kanitz et al., 2022

      Not checked in the free run.

  • Findingcitation

    The William Butler Yeats quote provided in Example 1.1 (content development) is a misattribution.

    “For instance, the William Butler Yeats quote provided in Example 1.1 (content development) is discussed as a misattribution (Sullivan, 2013).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Sullivan, 2013

      Not checked in the free run.

  • Findingnone given

    When asked to provide sources, current GAI systems may hallucinate sources that cannot be differentiated from real sources at first glance.

    “When asked to provide sources, current GAI systems may hallucinate sources that cannot be differentiated from real sources at first glance.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The ChatGPT outputs shown in the paper's examples are representative of how current GAI systems behave in change and strategy activities.
  • Findingnone given

    When ChatGPT is asked to provide its sources, it does not provide references.

    “to provide its sources, references are not provided by ChatGPT.”
    Quote in the paperSubstantial claim
  • Premisecitation

    One reason changes fail to meet expectations and get people on board is the transition process itself.

    “Researchers have argued that one reason that changes fail to meet expectations and get people on board is the transition process itself (Ford et al., 2008;Stouten et al., 2018).”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Ford et al., 2008

      Not checked in the free run.

    • cites Stouten et al., 2018

      Not checked in the free run.

  • Classified as probably not a substantial claim. 31
  • May combine two claims. 9

  • Classified as probably not a substantial claim. May combine two claims.

    Findingnone given

    In Example 1.2 (roll-out plan) and Example 3.2 (metrics), some of the sources are not stated correctly or do not exist at all.

    “For instance, in Example 1.2 (roll-out plan) and Example 3.2 (metrics), some of the sources are not stated correctly or do not exist at all.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Findingnone given

    Another main limitation in the presented examples is the lack of transparency of the sources which have been used for generating the suggestions.

    “Another main limitation in the presented examples is the lack of transparency of the sources which have been used for generating the suggestions.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Findingnone given

    The suggestions in our examples often appear rather vague and generic.

    “One salient limitation is that the suggestions in our examples often appear rather vague and generic.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Findingcitation

    Some sources are misattributed by ChatGPT.

    “Another related issue is that some sources are misattributed by ChatGPT.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Findingnone given

    The basis for the sentiment analysis in Example 3.1 remains unclear.

    “In a similar vein, the basis for the sentiment analysis in Example 3.1 remains unclear, which is highly problematic for replication and credibility purposes.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationnone given

    GAI systems hold great potential to shape the work of organizational change, development, or strategy implementation professionals.

    “In this future scoping essay, we claim that GAI systems also hold great potential to shape the work of organizational change, development, or strategy implementation professionals.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning

    GAI systems can yield critical improvements to augment change activities.

    “It is against this backdrop that GAI systems can yield critical improvements to augment change activities.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Premisenone given

    Large language models produce output based on statistical associations of words in the underlying text to create plausible, human-like but not necessarily truthful responses.

    “Moreover, large language models produce output based on statistical associations of words in the underlying text to create plausible, human-like but not necessarily truthful responses.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationreasoning

    The lack of transparency in GAI output may lead to conflicts with copy and usage rights.

    “For instance, the lack of transparency may lead to conflicts with copy and usage rights.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Interpretationreasoning

    The generated suggestions are a useful starting point but need further development by humans with expertise in change management and a deep understanding of the organization, its history, and its employees.

    “Hence, the generated suggestions are a useful starting point-but certainly need further development by humans with expertise in change management and a deep understanding of the organization, its history, and its employees.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Premisecitation

    Framing a change as providing gains (promotion focus) is more effective when accompanied by a display of enthusiasm, whereas framing change as preventing losses (prevention focus) is more effective when accompanied by displaying agitation.

    “In the example below, we build on research showing that framing a change as providing gains (promotion focus) is more effective when accompanied by a display of enthusiasm, whereas framing change as preventing losses (prevention focus) is more effective when accompanied by displaying agitation (Venus et al., 2013).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Venus et al., 2013

      Not checked in the free run.

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    Managers can benefit from GAI's support for developing metrics to assess the progress of the initiative.

    “Hence, managers can benefit from a GAI's support for developing metrics to assess the progress of the initiative.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: Another monitoring challenge is to define appropriate performance indicators that allow tracking of the progress of a change initiative.
    • Rests on an assumption: Culture initiatives target intangible aspects that are more difficult to measure and quantify.

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationreasoning

    Managers may utilize GAI for inspiration on how to convey values with more clarity, suitability, and sincerity.

    “Hence, managers may utilize GAI for inspiration on how to convey values with more clarity, suitability, and sincerity.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationreasoning

    The unclear basis of the sentiment analysis in Example 3.1 is highly problematic for replication and credibility purposes.

    “which is highly problematic for replication and credibility purposes.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationnone given

    With the increasing availability and versatility of GAI systems, the nature of change and strategy professionals' work is going to change as well.

    “With the increasing availability and versatility of GAI systems, the nature of change and strategy professionals' work is going to change as well.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based). May combine two claims.

    Interpretationnone given

    By automating repetitive tasks and providing advanced analytics, AI tools such as GAI can help change managers make data-driven decisions and optimize their activities in efficient and more customized ways.

    “By automating repetitive tasks and providing advanced analytics, AI tools such as GAI can help change managers make data-driven decisions and optimize their activities in efficient and more customized ways.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Culture initiatives may be seen as hypocritical because espoused values are deemed incongruent with the everyday experience of employees.

    “Often, however, culture initiatives may be seen as hypocritical because espoused values are deemed as incongruent with the everyday experience of employees related to, for example, how top leaders actually behave (e.g.,”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Bourne & Jenkins, 2013

      Not checked in the free run.

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    The examples showcase how the use of GAI tools can augment the work of organizational change, development, or strategy professionals.

    “The examples above showcase how the use of GAI tools (i.e., ChatGPT) can augment the work of organizational change, development, or strategy professionals.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationreasoning

    Elements in Example 1.2 (roll-out plan) or in Example 3.2 (metrics) would be more helpful if specifically tailored to the problem in question.

    “For instance, elements in Example 1.2 (roll-out plan) or in Example 3.2 (metrics) would be more helpful if specifically tailored to the problem in question.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Interpretationreasoning

    GAI tools have general limitations and can produce errors or biases in their output.

    “Taken together, it is important to keep in mind that GAI tools have general limitations and can produce errors or biases in their output.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The ChatGPT outputs shown in the paper's examples are representative of how current GAI systems behave in change and strategy activities.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Producers of content get more credit when they involve GAI as compared to additional human experts.

    “In addition, recent research (Jago & Carroll, 2023) suggests that producers of content get more credit when they involve GAI as compared to additional human experts (e.g., in the present case, ChatGPT could be preferred over a change consultancy).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Jago & Carroll, 2023

      Not checked in the free run.

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Interpretationreasoning

    This capability becomes particularly useful as the amount of text increases, and it becomes more unwieldy for humans to extract themes.

    “However, this capability becomes particularly useful as the amount of text increases, and it becomes more unwieldy for humans to extract themes.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    GAI can make a difference in mobilizing stakeholders to engage with and support the culture initiative.

    “Another important activity where GAI can make a difference relates to mobilizing stakeholders to engage with and support the culture initiative.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationnone given

    A key element determining the value of GAI systems to augment the work of change professionals is the specificity of the suggestions provided by the GAI.

    “A key element determining the value of GAI systems to augment the work of change professionals is the specificity of the suggestions provided by the GAI.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based). May combine two claims.

    Interpretationreasoning

    GAI tools can be especially useful for facilitating data analysis and enabling the monitoring of a change initiative's progress.

    “GAI tools can be especially useful for facilitating data analysis and enabling the monitoring of a change initiative's progress.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Interpretationreasoning

    Managers can use GAI to overcome these pitfalls and improve communication.

    “We argue that managers can use the GAI to overcome these pitfalls and improve communication in this regard.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Premisecitation

    Shaping an organization's culture is a multifaceted process that is particularly challenging.

    “Moreover, shaping an organization's culture is a multifaceted process that is particularly challenging (Walker & Soule, 2017).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Walker & Soule, 2017

      Not checked in the free run.

  • Classified as probably not a substantial claim.

    Interpretationreasoning

    GAI tools can assist with producing difficult-to-write communication materials.

    “GAI tools can assist with producing such difficult-to-write materials.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: Writing emotion-evoking messages for different change recipients is often challenging.

  • Probably not a substantial claim: may not pass S4 (based).

    Premisenone given

    There is currently a lack of empirical evidence on the benefits and risks of using GAI, including its impact on performance, resource utilization (personnel and time), or employee change experience.

    “However, there is currently a lack of empirical evidence on the benefits and risks of using GAI, including its impact on performance, resource utilization (personnel and time), or employee change experience.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning

    GAIs can be useful for generating ideas related to the roll-out of the initiative.

    “GAIs can also be useful for generating ideas related to the roll-out of the initiative.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Interpretationreasoning

    Allowing leaders to utilize GAI systems for role-play training can be a cost-efficient way of supporting leaders during implementation.

    “Hence, allowing leaders to utilize GAI systems for role-play training, for example, by simulating how to deal with skeptical employees (see Table 5) can be a cost-efficient way of supporting leaders during implementation.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: Leaders often face different local conditions and diverse employee groups with various interests.
    • Rests on an assumption: Complex employee preferences are not usually fully addressed in standardized change training programs, often leaving leaders unprepared to navigate these challenges.

  • May combine two claims.

    Interpretationcitation

    Over-utilizing value-laden rhetoric and formulating too-generic values undermine effective communication.

    “thus undermining effective communication.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation

    Change analytics and data-driven change management have received increasing attention in practice over recent years.

    “Change analytics and data-driven change management have received increasing attention in practice over recent years (e.g., Wolf et al., 2023).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Wolf et al., 2023

      Not checked in the free run.

33 of 33

  • The paper relies on this without support.

    Planning and implementation of change initiatives is a resource-intense and time-consuming process that needs to be tailored to a workforce with heterogeneous needs and attitudes.

    “Planning and implementation of change initiatives is a resource-intense and time-consuming process that needs to be tailored to a workforce with heterogeneous needs and attitudes-often with some embracing, others ambivalent, and some rejecting the initiative.”

  • The paper relies on this without support.

    The way messages are framed is a critical lever managers can use to mobilize stakeholders.

    “One critical lever that managers can use to mobilize stakeholders is the way that messages are framed.”

  • The paper relies on this without support.

    Generating communication materials can be time-consuming, especially when tailoring the material to different stakeholder groups.

    “However, generating communication materials can be time-consuming, especially when tailoring the material to different stakeholder groups.”

  • The paper relies on this without support.

    Writing emotion-evoking messages for different change recipients is often challenging.

    “writing emotion-evoking messages for different change recipients is often challenging.”

  • The paper relies on this without support.

    Leaders often face different local conditions and diverse employee groups with various interests.

    “Leaders often face different local conditions and diverse employee groups with various interests.”

  • The paper relies on this without support.

    Complex employee preferences are not usually fully addressed in standardized change training programs, often leaving leaders unprepared to navigate these challenges.

    “These complex employee preferences are not usually fully addressed in standardized change training programs, often leaving leaders unprepared to navigate these challenges.”

  • The paper relies on this without support.

    One common monitoring activity is to analyze stakeholder feedback.

    “One common monitoring activity is to analyze stakeholder feedback.”

  • The paper relies on this without support.

    Stakeholder feedback can be used to understand stakeholder attitudes, feeding into the development of interventions.

    “This feedback can be used to understand stakeholder attitudes, feeding into the development of interventions.”

  • The paper relies on this without support.

    Organizations may choose to rely on qualitative data to gain deeper insights.

    “To gain even deeper insights, organizations may choose to rely on qualitative data (e.g., unstructured text).”

  • The paper relies on this without support.

    Analyzing large, unstructured data at a large scale is costly and requires at least basic data skills and the use of analytics software.

    “However, analyzing such large, unstructured data (e.g., open response comments from thousands of employees) at a large scale is costly and requires at least basic data skills and the use of analytics software.”

  • The paper relies on this without support.

    Another monitoring challenge is to define appropriate performance indicators that allow tracking of the progress of a change initiative.

    “Another monitoring challenge is to define appropriate performance indicators that allow”
    “tracking of the progress of a change initiative.”

  • The paper relies on this without support.

    Culture initiatives target intangible aspects that are more difficult to measure and quantify.

    “This challenge becomes particularly salient in the context of culture initiatives that target intangible aspects (e.g., adoption of new values) which are more difficult to measure and quantify.”

  • The paper relies on this without support.

    The ChatGPT outputs shown in the paper's examples are representative of how current GAI systems behave in change and strategy activities.

    “Taken together, it is important to keep in mind that GAI tools have general limitations and can produce errors or biases in their output.”
13 of 13

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?

  • Kanitz et al. (2023) emphasized the need for training and skill acquisition for various stakeholders due to the increasing capability and versatility of GenAI systems.

    “due to the increasing capability and versatility of GenAI systems, the need for training and skill acquisition for various is emphasized in this study”

    From Impacts of generative artificial intelligence on the future of labor market: a systematic review (2025) · cites this paper as Kanitz et al. (2023)

  • Kanitz et al. (2023) showed how clinicians and health professionals can leverage GenAI tools to improve change processes, such as planning initiatives, mobilizing stakeholders, and monitoring progress.

    “Using a practical example of culture change, this article shows how clinicians and health professionals can leverage GenAI tools to improve change processes, such as planning initiatives, mobilizing stakeholders, and monitoring progress.”

    From Impacts of generative artificial intelligence on the future of labor market: a systematic review (2025) · cites this paper as Kanitz et al. (2023)

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

Each contradiction between two passages listed here was confirmed by an independent check.

  • Roll-out plan assigned to two different examples

    Minor

    The limitations section identifies Example 2.1 as the roll-out plan, but the paper identifies the roll-out plan as Example 1.2. Example 2.1 concerns customized communication materials.

1 of 1

Cites

Flagged first, then by citations

Research works printed but not linked: 3

  1. Church A. H., 2017, OD Practitioner, 49, 14
  2. Katzenbach J. R., 2012, Harvard Business Review, 90, 110
  3. Schein E. H., 1985, Organisational culture and leadership: A dynamic view

Cited by

Sorted by citations

Related

Authors
Kanitz, R., Gonzalez, K., Briker, R., & Straatmann, T.
Affiliations
  • Erasmus University Rotterdam (NL)
  • Suffolk University (US)
  • Maastricht University (NL)
  • Osnabrück University (DE)
Corresponding author
Kanitz, Rouven
ORCID
Venue
The Journal of Applied Behavioral Science
Publisher
SAGE Publications
Published
2023-04-11
Volume
59
Issue
3
Pages
345-363
ISSN
  • 0021-8863 (ISSN-L)
  • 1552-6879
DOI
10.1177/00218863231168974
OpenAlex
W4365149143
Semantic Scholar
55f4b84efb82e25e27132153d38914b3c1053e19
Cited by
69
References
23
Citations by year
2026: 22 · 2025: 24 · 2024: 21 · 2023: 2
FWCI
20.02
Type
journal article
Language
en
Open access
Licence
Locations
  • The Journal of Applied Behavioral Science (publishedVersion, cc-by-nc)
  • Research Publications (Maastricht University) (publishedVersion, cc-by-nc)
  • EUR Research Repository (Erasmus University Rotterdam) (publishedVersion, cc-by-nc)
  • Research Publications (Maastricht University) (submittedVersion, other-oa)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
  • Physical Sciences › Computer Science › Artificial Intelligence › Artificial Intelligence Applications
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Corporate Management and Leadership
Keywords
generative AI, organizational change, organizational development, strategy implementation, cultural change, stakeholder mobilization, change monitoring, unintended consequences of AI

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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.

Claims read by deepseek-v4.1-flash under definition version 3 (extract-v3) on 2026-10-10.

Classified by jev-1.13-20260917 (gold-guideline-v0.2) on 2026-10-10.

Statistics and arithmetic are recomputed, not judged.

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