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Summary Leading Change & Projects VU Amsterdam
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InhoudTHEME A: N-STEP MODELS IN CHANGE MANAGEMENT .....................................................................3
Article: Stouten et al., (2018) | Successful Organizational Change: Integrating the Management
Practice and Scholarly Literatures...................................................................................................3
Article: Cummings, Bridgman & Brown (2016) | Unfreezing Change as Three Steps: Rethinking
Kurt Lewin’s Legacy for Change Management ................................................................................5
Knowledge clip Theme A ................................................................................................................5
Lecture week 1 Opening lecture .....................................................................................................9
THEME B: MANAGEMENT FASHIONS ............................................................................................... 14
Article: Abrahamson (1996): management fashions ..................................................................... 14
Article: Westphal, Gulati & Shortell (1997): Customization or Conformity? An Institutional and
Network Perspective on the Content and Consequences of TQM adoption ................................. 15
Knowledge clip Theme B .............................................................................................................. 18
Lecture 2....................................................................................................................................... 21
THEME C: INTERVENTIONS ............................................................................................................... 25
Article: Solinger et al., (2021) | Change in unit-level job attitudes following strategic
interventions: A meta-analysis of longitudinal studies ................................................................. 25
Article: Hastings & Schwarz (2022) JABS | Leading Change Processes for success: A dynamic
application of diagnostic and dialogic organization development ................................................ 27
Knowledge clip Theme C............................................................................................................... 28
Lecture 3 Discussion lecture ......................................................................................................... 35
THEME D: CHANGE CAPACITY ........................................................................................................... 38
Article: Sydow, Schreyogg, & Koch (2009, AMR): Organizational Path Dependence: Opening the
Black Box ...................................................................................................................................... 38
Article: Weber & Waeger (2018, AMR): Institutional complexity and Organizational change: an
open policy perspective ................................................................................................................ 40
Knowledge clip Theme D .............................................................................................................. 43
THEME E: CHANGE/PROJECT LEADERSHIP ........................................................................................ 48
Article: Oreg & Bergson (2019) – Leaders’ impact on organizational change: bridging theoretical
and methodological chasms ......................................................................................................... 48
Article: Ford, Ford & Polin, B. (2021) | Leadership in the implementation of change: Functions,
sources, and requisite variety. ...................................................................................................... 49
Knowledge clip Theme E ............................................................................................................... 51
THEME F: ORGANIZATION LEVEL CHANGE Lewis: Cooperation versus Control ................................. 57
Article: Sundaramurthy & Lewis (2003): Control and Collaboration: Paradoxes of governance. ... 57
Article: Lord et al. (2015). A quantum approach to organizational change ................................... 62
Knowledge clip Theme F ............................................................................................................... 63
1
,THEME G: THE CHANGE PROCESS AT THE INDIVIDUAL LEVEL ........................................................... 69
Article: Oreg et al. 2018 | An affect-based model of recipients’ responses to organizational
change events............................................................................................................................... 69
Article: Conroy & O'Leary-Kelly (2014) | Letting Go and Moving On: Work-related identity Loss
and Recovery ................................................................................................................................ 70
Knowledge clip Theme G .............................................................................................................. 73
THEME H: PROJECT MANAGEMENT.................................................................................................. 77
Article: Atkinson, Crawford & Ward (2006) | Fundamental uncertainties in projects and the scope
of project management. ............................................................................................................... 77
Article: Van Marrewijk (2007) | Managing project culture: the case of environ Megaproject ...... 79
Knowledge clip Theme H .............................................................................................................. 82
THEME I: PROJECTIFICATION; PROJECTS AS VEHICLES FOR CHANGE ................................................ 88
Article: Brown & Eisenhardt (1997) | The art of continuous change: linking complexity theory and
time-paced evolution in relentlessly shifting organizations .......................................................... 88
Article: Pitsis et al. (2012) | Constructing the Olympic dream: A future perfect strategy ............. 89
Knowledge clip Theme I................................................................................................................ 91
THEME J: STAKEHOLDER GOVERNANCE AND RESISTANCE ................................................................ 97
Article: Ford, Ford & D'Amelio (2008) | Resistance to change: the rest of the story ..................... 97
Article: Van den Ende & van Marrewijk (2019) | Teargass, taboo, and transformation: A neo-
institutional study of community resistance and the struggle to legitimize subway projects in
Amsterdam 1960-2018 ................................................................................................................. 99
Knowledge clip Theme J ............................................................................................................. 100
,THEME A: N-STEP MODELS IN CHANGE MANAGEMENT
Article: Stouten et al., (2018) | Successful Organizational Change: Integrating the Management
Practice and Scholarly Literatures
Aim of the article: The authors review both key tenets of widely used practitioner-oriented change models and
findings from scholarly research on organizational change processes. They developed an integrative summary of
the available evidence of what is known, contested, untested, and underused in change management. They
identified 10 evidence-based steps in managing planned organizational change along with implications for
research and practice.
Planned organizational change: deliberate activities that move an organization from its present state to a
desired future state (Harigopal, 2006).
Lewin’s Three-Phase Process:
1. unfreezing: includes establishing a change vision and developing a change plan. Doing so prepares the
organization for the transition to new systems, structures, or procedures.
2. Transitioning to a new stage: putting the change in place and modifying existing systems in support of
the change.
3. Refreezing: entails the consolidation of the change so that it aligns with other organizational structures
and procedures.
Beer’s Six-Step Change Management Model:
1. Emphasize the need to join two aspects of change: an accurate diagnosis of the problem situation,
which mobilizes commitment to change.
2. A change vision should be developed.
3. Consensus in support of this vision
4. Change should be implemented and spread throughout the organization.
5. Change should be institutionalized.
6. Monitor and adjust.
Appreciative Inquiry (AI):
1. Thinking about what goes well in the organization.
2. Dream about an ideal
3. Creating plans to enable these dreams.
Judson’s Five Steps:
1. Analyzing and planning the change,
2. Communicating about it,
3. Gaining acceptance for the required changes particularly in behavior,
4. Making the initial transition from the status quo to the new situation, and
5. Consolidating the new conditions and continuing to follow-up to institutionalize the change.
Kanter, Stein and Jick’s Ten Commandments:
1. Analysis of the organization and the need for change, followed by;
2. the creation of a shared vision and common direction in which emphasis is put on...
3. the separation from the past and...
4. creating a sense of that important change is needed.
-
5. A strong leader role should support the change to increase its legitimacy,
6. where political sponsorship is sought to create a solid base for the change then sets the stage for ...
7. the development of an implementation plan.
, 8. Enabling structures should be put into place to help implement the change such as pilot tests, training,
and reward programs.
9. Change communication should be open and honest and involve all stakeholders in the change process.
10. Finally, the change needs to be reinforced and institutionalized to incorporate new behaviors in day-to-
day operations.
Kotter’s Eight-Step Model:
1. Establish a sense of urgency in which employees are alerted to the fact that change is essential.
2. Form a guiding coalition.
3. This guiding coalition will develop the change vision.
4. Communicate this vision is to employees.
5. The coalition (and employees) are involved in the change process by developing change plans.
6. Promote short-term wins to reinforce the change implementation.
7. Consolidate: strengthens and continues the change by making additional changes that were not
implemented yet but need to be taken care for as otherwise processes in the organization would not
be sufficiently aligned with the initial change vision.
8. Institutionalize the change by integrating it with the organization’s structures and systems.
Hiatt’s ADKAR Model:
1. Awareness: involves promoting employee beliefs that change is needed and creating a change vision +
communicate it.
2. Desired stage: entails the implementation of the change vision and focuses on empowering employees
to be actively involved in the change.
3. Knowledge and Skills (of the employees) are developed to support their participation in the change.
4. Reinforcement stage: the changes are strengthened and consolidated into the organizations’ processes
and structures.
The models share certain steps. In order to validate the scientific substantiation of the models, a search has
been done with keywords Organizational Change, Planned Change and Change Management. A table has been
created (Table 1, page 756) in which the different steps of the models are compared. The models have been
merged into 10 steps:
1) Assess the Opportunity or Problem Motivating the Change
2) Select and Support a Guiding Change Coalition
3) Formulate a Clear Compelling Vision of the Change
4) Communicate the Vision
5) Mobilize Energy for Change
6) Empower others to Act.
7) Develop and Promote Change-Related Knowledge and Ability
8) Identify Short-Term Wins and Use as Reinforcement of Change Progress
9) Monitor and Strengthen the Change Process over Time
10) Institutionalize Change in Company Culture, Practices and Management Succession
Evidence-based 10 Steps:
1) Get Facts Regarding the Nature of the Problem
2) Assess and Address the Organization’s Readiness for Change
3) Implement Evidence-Based Change Interventions
4) Develop Effective Change Leadership Throughout the Organization
5) Develop and Communicate a Compelling Change Vision
6) Work with Social Networks and Tap Their Influence
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