Managing Organizational Change Issue 2022

Running Head: MANAGING ORGANISATIONAL CHANGE
Managing Organizational Change
Name of Student:
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Executive Summary:
Organisational change is one of the most significant issues faced by entrepreneurial leaders
around the world today. Transformations are required in various sectors, be it technology,
market, social relations or working strategies. In this study, we will individually examine twelve
different scholarly works complied by researchers on management of organizational change and
try to assess their conclusuions.
Table of Contents

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1. Managing Innovation, by Joe Tidd, John Bessant and Keith Pavitt 3
2. Managing Successful Organizational Change in the Public Sector by Sergio
Fernandez and Hal G. Rainey 3
3. Organizational Theory, Design, and Change by Gareth R. Jones 4
4. Changing Organizational Culture by Mats Alvesson and Stefan Sveningsson 4
5. The integration of project management and organizational change management is
now a necessity, by Henry A. Hornstein 5
6. Managing Open Innovation in Large Firms by Henry Chesbrough and Sabine
Brunswicker 5
7. Multilevel Readiness to Organizational Change: A Conceptual Approach by Maria
Vakola 6
8. Riding the Waves of Change by Gareth Morgan 6
9. Integrating the organizational change literature: a model for successful change, by
Serina Al-Haddad and Timothy Kotnour 7
10. The Influence of Social Position on Sensemaking about Organizational Change by
Andy Lockett, Graeme Currie, Rachael Finn, Graham Martin and Justin Waring 7
11. Charisma and Organizational Change, by Christoph Nohe, Björn Michaelis, Jochen
Menges, Zhen Zhang and Karlheinz Sonntag 8
12. Approaches to Managing Organizational Diversity and Innovation by Nancy D. Erbe
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1. Managing Innovation, by Joe Tidd, John Bessant and Keith Pavitt
Tidd, J., & Bessant, J. R. (2018). Managing innovation: integrating technological, market and
organizational change. John Wiley & Sons.
The primary aim of this work is to provide its readers with the requisite knowledge and skills
for understanding and managing innovation at the operational and strategic levels. It specifically
aims to integrate the changes in management of organization, market, and technology to improve
the functional effectiveness and competitiveness of organizations. The management of
innovation or change is interdisciplinary and multifunctional, by nature. However, while most
works on management tend to focus on a single dimension, like management of production and
operations or research and development, this work aims to provide an integrative approach by
incorporating all the spheres involved in the management of innovation and change.
2. Managing Successful Organizational Change in the Public Sector by Sergio
Fernandez and Hal G. Rainey
Fernandez, S., & Rainey, H. G. (2017). Managing successful organizational change in the public
sector. In Debating Public Administration (pp. 7-26). Routledge.
There are a number of works that suggest steps for private corporate organizations to
successfully manage change and innovation. This work focuses on analyzing and suggesting
steps requisite for managing reforms that are required by government organizations and
departments. The analysis identifies certain areas like organizational transformation initiatives
involving strategic, administrative change planned on a large-scale, on which researchers give
their mutual consent. these initiatives have certain common factors with other frameworks such

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as the 8 step transformation framework by John P. Kotter. The steps prescribed here are: Create
the need for change, Make a plan, Build internal support for that plan, Overcome obstacles,
Ensure support from senior management, Build external support, Ensure the resources to
institutionalize the transformation.
3. Organizational Theory, Design, and Change by Gareth R. Jones
Jones, G. R. (2013). Organizational theory, design, and change. Upper Saddle River, NJ:
Pearson.
The primary objective of this work is providing the most contemporary and up-to-date
account of how the various changes in the environment influences the way managers reorganize
and design their organization’s structure in an attempt to increase organizational effectiveness.
The text has mirrored the changes being made in the modern organizations to deal with their
changing environments. Changing trends such as increase in the use of Information Technology
and the outsourcing of resources and how it affects the behaviour of oganisations and their
employees have been highlighted. The changes and their responses have been analysed
incorporating recent developments in organizational theory and research into the text.
4. Changing Organizational Culture by Mats Alvesson and Stefan Sveningsson
Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work
in progress. Routledge.
This work aims at finding and working on the various experiences of individual members and
groups who have undergone the process of organizational change and taken the efforts for it. It is
an attempt to look more closely at the experiences of the people involved in the change and bring
light on their assumptions and reasoning. Such a close-up studiy was vital for understanding the

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change efforts from a different perspective. It is helpful in producing realistic and thoughtful
insights to the change process. This work also provides a critique to several common
recommendations and assumptions and shares new ideas, some of which are focused on cultural
change.
5. The integration of project management and organizational change management is
now a necessity, by Henry A. Hornstein
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), 291-298.
This paper reveals how modern day change management is closely linked to managing
different oganisational projects. It vehemently stresses on the inevitability of transformations to
achieve the success of the implementations of the project. It also shows that the strategy of
transformational management impacts the success rate of the projects. The text reveals the
various differences between change management and project management: how their
terminologies, methodologies and requisite skill sets differ from each other. However, the
ulterior motive of the work is to prove that these two disciplines complement each other and are
mutually supportive in nature. The contribution of their combined results are responsible for the
successful implementation of transformation.
6. Managing Open Innovation in Large Firms by Henry Chesbrough and Sabine
Brunswicker
Chesbrough, H., & Brunswicker, S. (2013). Managing open innovation in large firms. Stuttgart:
Fraunhofer Institute for Industrial Engineering.

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This study is an attempt to discuss the issue of open innovation. It gives the results of the first
large scale quantitative survey specifically directed to investigate the adoption of open
innovation in large scale organisations. It also attempts to analyse some of the major practices of
the innovation model. The effect of financial and non-financial incentives on the two halves of
the open innovation model has also been explored in this work. Finally, the organization and
management of open innovation was examined to determine the measures used by respondent
firms to track its progress.
7. Multilevel Readiness to Organizational Change: A Conceptual Approach by Maria
Vakola
Vakola, M. (2013). Multilevel readiness to organizational change: A conceptual
approach. Journal of change management, 13(1), 96-109.
For the complete and efficient adoption of change, an organization and its employees need to
first prepare themselves to the idea of that change. This article is an effort to improve our
understating of the impact of readiness on change by studying the concept through multiple
dimensions. Readiness to change has a strong impact on the several plans and decisions related
to the change process. It affects the planning, implementation and communication of the
organization. This article also provides a discussion suggesting ways to create multiple levels of
readiness to change and for planning and implementing that change.
8. Riding the Waves of Change by Gareth Morgan
Morgan, G. (2013). Riding the waves of change. Imaginization Inc.
This book points out and analyses the never-ending series of changes or ‘waves’ that
every organization has to face in the modern world. Leaders, in the new management era are

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being confronted by fresh new challenges in the sectors of markets, technologies, social
relations, types of competition, ideologies and so on. This book explains in practical
terms how the necessary competence can be developed by discussing the
kinds of managerial competences and then developing plans to renew the
ability to meet those challenges. It suggests a proactive and future oriented approach to
management that can foresee such challenges and tackle them with flexibility and innovation.
9. Integrating the organizational change literature: a model for successful change, by
Serina Al-Haddad and Timothy Kotnour
Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model
for successful change. Journal of Organizational Change Management, 28(2), 234-262.
This paper provides a direction to change management literature, by defining the types,
enablers and methods of change. It proposes to align the different change methods with the types
of change and discover its influence on change outcomes. This paper may be useful in getting an
overall rundown of change management. It also helps in comprehending concepts required to
understand the various dimensions of change types and the relationship between them. It can be
used to classify organizational change and select a method for implementing systematic change.
10. The Influence of Social Position on Sensemaking about Organizational Change by
Andy Lockett, Graeme Currie, Rachael Finn, Graham Martin and Justin Waring
Lockett, A., Currie, G., Finn, R., Martin, G., & Waring, J. (2014). The influence of social
position on sensemaking about organizational change. Academy of Management
Journal, 57(4), 1102-1129.

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This paper states that organizational projects of change seldom achieve the amount of
intended success. This happens because change leaders undermine and challenge the change
actors’ existing schemata, leading to the development of new models using sensemaking
techniques. Actors sensemake from a range of organizational backgrounds, positions and
histories to develop these new models, which serve to posit their sensemaking about
organizational change. This paper helps to develop a theoretical model on sensemaking about
organizational change and the influence that social position has on it. It discusses the practical
results of looking more closely at the social positions of actors engaged as agents of change.
11. Charisma and Organizational Change, by Christoph Nohe, Björn Michaelis, Jochen
Menges, Zhen Zhang and Karlheinz Sonntag
Nohe, C., Michaelis, B., Menges, J. I., Zhang, Z., & Sonntag, K. (2013). Charisma and
organizational change: A multilevel study of perceived charisma, commitment to change,
and team performance. The Leadership Quarterly, 24(2), 378-389.
This paper basically proposes a mediation model which proves that the indirect relationship
between change-promoting behaviors and team performance is sequentially transmitted through
followers' perceptions of charisma and commitment to change. An empirical study on 33 leaders
and 142 followers validates this model by analyzing the to-down relationship between leaders
and followers and bottom-up relationship between followers and results. The study basically
examines leaders at the period of organizational change and investigates the ways through which
a leader’s behavior towards promotion of change is an impact on the performance of his team.
The results show that leaders are found to be more charismatic when they engage in such
change-promoting behaviors.

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12. Approaches to Managing Organizational Diversity and Innovation by Nancy D.
Erbe
Erbe, N. D. (Ed.). (2014). Approaches to managing organizational diversity and innovation. IGI
Global.
With globalization and economic boom, a number of multinational corporations (MNCs) have
been established worldwide. Because of the difference in cultural and economic contexts, it is
not possible to effectively implement traditional management strategies on MNCs. This work
intends to build a model which explores the innovation of management present in these MNCs
from the purview of cross-cultural adaptation. s