Organisational Change: A Critical Review of the Literature

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dc.contributor.authorAnyieni, A. G.
dc.date.accessioned2018-02-06T08:41:38Z
dc.date.available2018-02-06T08:41:38Z
dc.date.issued2016
dc.descriptionResearch articleen_US
dc.description.abstractThis paper presents a literature review on change management. Change management has been defined as ‘the process of continually renewing an organisation’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers (Moran & Brightman 2000). Kanter (1992) contends that we live in a constantly changing world, and change has an impact on the individuals and the organisation as a whole. In this context, organisations have to look into the future to find new advantages. New technologies, new products, new competitors, new regulations, and new people with new values and experience is the order of the modern organisation. Nevertheless, theories and approaches to change management are often conflicting, lacking in empirical evidence and based on unchallenged assumptions about the nature of modern organisational change management. This paper looks at some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. Key words: Strategy, Change, Change management, Organisational changeen_US
dc.identifier.citationInternational Journal of Professional Management. Volume 11(2), 2016, www.ipmajournal.comen_US
dc.identifier.issn20422341
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/18185
dc.language.isoenen_US
dc.subjectStrategyen_US
dc.subjectChangeen_US
dc.subjectChange managementen_US
dc.subjectOrganisational changeen_US
dc.titleOrganisational Change: A Critical Review of the Literatureen_US
dc.typeArticleen_US
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