Models of Change in Organizations: The Case of XYZ Construction

Lura Rexhepi Mahmutaj and Arta Koka Grubi

International Journal of Economics & Business Administration (IJEBA), 2020, vol. VIII, issue 3, 407-415

Abstract: Purpose: The objective of this paper is to present the understanding and application of models of change in organizations. It also highlights the importance of strategic change within firms and analyses planned and emergent models of strategic change management. Design/Methodology/Approach: The paper is mainly focused on secondary data and analysed the XYZ construction, which is a multinational organization in UK that serves for major construction projects, and has implemented different models of change in an efficient manner. Findings: In the paper, Force Field Analysis (FFA) and change kaleidoscope were discussed in relation to the case of XYZ construction. In the case of XYZ construction, management development and organization change were two activities linked together which brought success. Practical Implications: Certainly, in order to have competitive advantage in today’s dynamic marketplace, change models and tools must be implemented in organizations. The study offer new insights and transferability for practitioners involved in managing strategic change. Originality/Value: This paper offers value for managers to analyse their strategic tools continuosly, and propose necessary changes to improve their performance.

Keywords: Emergent change; planned change; FFA and change kaleidoscope. (search for similar items in EconPapers)
JEL-codes: M14 O30 (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:ers:ijebaa:v:viii:y:2020:i:3:p:407-415

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