Change Management as a Driver of Organizational Resilience
DOI:
https://doi.org/10.14513/tge-jres.00615Keywords:
Resilience, Change management, LeadershipAbstract
Abstract
Purpose – The purpose of this study is to empirically compare and integrate three classical change management models (Kanter, Kotter, and Luecke) to identify the key factors predicting the success of organizational resilience. The research explores how leadership behaviors and the steps emphasized by these models contribute to successful change implementation and to strengthening organizational adaptability.
Design/methodology/approach – A multiple linear regression analysis was conducted to compare the key elements of the three models. The steps of the Kanter, Kotter, and Luecke models were examined separately and in an integrated framework to identify overlaps and the most significant predictors of change success.
Findings – The analysis revealed that in Kanter’s model, employee empowerment and problem identification were the strongest predictors. In Kotter’s model, anchoring new approaches and communicating the vision proved most significant. In Luecke’s model, optimism and commitment had the highest predictive power. Overlapping factors were also observed: vision communication appeared in both Kanter’s and Kotter’s models, while problem identification was shared by Kanter and Luecke. Each model explained approximately 50% of variance, while the integrated model showed a slightly higher explanatory power and highlighted five key factors.
Originality/value – The study’s novelty lies in the empirical integration of three widely recognized change management frameworks and the formulation of practical guidelines for developing organizational resilience. Based on the findings, leaders are advised to emphasize deep organizational analysis and vision communication in the initial phase, empowerment during implementation, and optimism and anchoring of new solutions in the closing phase of change management.
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