Content area
Full Text
Introduction
Businesses are constantly required to adapt to a changing environment in order to maintain their position in the market and even more so if they are to truly grow ([9] Biedenbacha and Soumlderholma, 2008). Changes are an inevitable part of the current market. The current rate of technological advancement and growing global competition lets us foresee a continuing need for change in the future ([1] Armenakis and Harris, 2009). Many authors argue that change never starts because it never stops ([101] Weick and Quinn, 1999). Many organizations, in an attempt to adapt to the constant evolutions of their environment, are adopting cultures of a learning or agile organization. Whether or not an organization tries to constantly evolve, successfully implementing changes can be a major determinant of its short- and long-term success. Considering that "research suggests that failed organizational change initiatives range from one-third to as high as 80% of attempted change efforts" ([35] Fisher, 1994; [6] Beer and Nohria, 2000; [46] Higgs and Rowland, 2000; [47] Hirschhorn, 2002; [60] Knodel, 2004; [92] Sirkin et al. , 2005; [65] Kotter, 2008; [73] Meaney and Pung, 2008; [102] Whelan-Berry and Somerville, 2010), considerable research efforts have been deployed to fill that knowledge gap and support managers in the field of change management.
The paper looks at one of the eminent change management models, specifically, John P. Kotter's. His model was first published in a 1995 article in the Harvard Business Review . The following year, it was published with greater detail in classic the book titled Leading Change . Both [62] Kotter's (1995) article and 1996 book were based on his personal business and research experience, and did not reference any outside sources. This was not typical of an academic undertaking and led to the need to present this paper to test it over 15 years.
Although Kotter's model of change management lacks rigorous fundaments, it became an instantaneous success at the time it was advocated and it remains a key reference in the field of change management. In 1997, Leading Change ([63] Kotter, 1996) became a business bestseller. It subsequently became the best-selling book ever of its kind. Hundreds of researchers refer to one or other of Kotter's publications on change management. This book...