Strategic Change Literature Review
In an ever evolving and developing world, organisational change is becoming inevitable. In order to be successful an organisation must adapt to the constantly changing and highly competitive environment in which it operates. This suggests that an understanding of the concepts of organisational change is crucial. But before trying to understand change in relation to organisations, one must understand the concept of change in general. Tsoukas and chia (2002567) define change as the reweaving of actors webs of beliefs and habits of action to accommodate new experiences obtained through interactions. This means that people/animals alter the way they think and behave in order to adapt to new situations.
For organisational purposes, change can be defined as the process of continually renewing organisations direction, structure and capabilities to serve the ever changing needs of external and internal customers (Moran and Brightman 2001111).Due to the increase in Globalisation and the advances in technology, organisations are being forced to change in ways that were never anticipated. Graetz (2000) believes that due to these factors, as well as deregulation and a more intelligent workforce, the key role of managers today is the leadership of organisational change. Because change in the environment surrounding companies is often unpredictable, it is difficult to prepare for and organisational change therefore tends to be reactive. As a result of this, the skills required to manage change are becoming increasingly sought after by organisations (Balogun and Hailey 2004). Due to an increase in the need for organisational change, many researchers have come up with frameworks to help organisations implement change programmes.
Until the 1980s Kurt Lewins planned approach to change dominated the theory and practice of organisational change (Burnes 2005). Lewin believed that in times of crisis, be it personal, organisational or societal, established routines and behaviours
For organisational purposes, change can be defined as the process of continually renewing organisations direction, structure and capabilities to serve the ever changing needs of external and internal customers (Moran and Brightman 2001111).Due to the increase in Globalisation and the advances in technology, organisations are being forced to change in ways that were never anticipated. Graetz (2000) believes that due to these factors, as well as deregulation and a more intelligent workforce, the key role of managers today is the leadership of organisational change. Because change in the environment surrounding companies is often unpredictable, it is difficult to prepare for and organisational change therefore tends to be reactive. As a result of this, the skills required to manage change are becoming increasingly sought after by organisations (Balogun and Hailey 2004). Due to an increase in the need for organisational change, many researchers have come up with frameworks to help organisations implement change programmes.
Until the 1980s Kurt Lewins planned approach to change dominated the theory and practice of organisational change (Burnes 2005). Lewin believed that in times of crisis, be it personal, organisational or societal, established routines and behaviours
References: Balogun, J. and Hailey, V.H (2004) Exploring Strategic Change, second edition. Burnes, B. (2004) Kurt Lewin and the planned approach to changeA re-appraisal, Journal of management studies 4(6) 979-1002. Burnes, B. (2005) Complexity theories and organisational change, International Journal of management reviews 7(2) 73-79. Feldman, M. (2000) Organisational routines as a source of continuous change, Organic Science 11(6) 611-629. Graetz, F. (2002) Strategic change leadership, Management decision 38(8) 550-562. Houchin, K. and MacLean, P. (2005) complexity theory and strategic changean empirically informed critique, British journal of management 16. Kanter, R.M., Stein, B.A., and Jick, T.D (1992) The challenge of organisational change, New Yorkfree press. Lewin, K. (1974) Frontiers in group dynamics, in Cartwright, P. Field theory in social science. Moran, J.W. and Brightman, B.K. (2001) Leading organisational change, Development international 6(2) 111-118. Stacey, R.D., Griffin, D. and Shaw, P. (2002) complexity and managementFAD or radical challenge to superior thinking. Stacey, R.D. (2003) Strategic management and organisational dynamicsthe challenge of complexity. Tsoukas, H. and Chia, R. (2002) On organisational becomingre-thinking organisational change, Organisation science 13(5) 567-582.