Riaz, Shoaib, Morgan, Damian, and Kimberley, Nell (2024) Using complex adaptive systems (CAS) framework to assess success factors that lead to successful organizational change: a new way to understand change implementation for success. Journal of Organizational Change Management, 37 (6). pp. 1295-1321.

PDF (Published Version) - Published Version Restricted to Repository staff only

Abstract

Purpose: The purpose of this paper is to assess the success factors in a large organization that contributed to the success of organizational transformation (OT) through business diversification using a complex adaptive systems (CAS) framework. This assessment is done to determine how well the CAS framework can explain the success factors that contribute to the success of large-scale organizational change in complex organizations. If the CAS framework is capable of explaining the organizational factors that lead to the success of change implementation, the managers can employ this framework to increase the likelihood of success while implementing change.

Design/methodology/approach: This study uses qualitative research methodology. The data were collected from the case study organization (CSO) through 40 in-depth semi-structured interviews and analyzed using thematic deductive analysis approach.

Findings: The CAS framework explains the success factors that contribute to the success of OT through business diversification.

Practical implications: This paper provides a comprehensive guide for change implementation by combining the insights from the CAS framework with identified success factors (for change implementation) from the case organization.

Originality/value: The originality of this paper lies in extending the principles of existing change models, for successful change implementation by using the CAS framework. The prescribed change models and the CAS framework/complexity theory are two distinct sets of literature; this paper successfully merges the two to develop a comprehensive set of guidelines for change implementation. By doing so, this paper highlights the fact that alternative, non-linear, change approaches, instead of conventional multistep change models, can be effective in implementing large-scale organizational change successfully given the complexities of current organizational environments.

Item ID:	84875
Item Type:	Article (Research - C1)
ISSN:	1758-7816
Copyright Information:	© Emerald Publishing Limited.
Date Deposited:	13 Mar 2025 00:12
FoR Codes:	35 COMMERCE, MANAGEMENT, TOURISM AND SERVICES > 3507 Strategy, management and organisational behaviour > 350711 Organisational planning and management @ 100%
SEO Codes:	11 COMMERCIAL SERVICES AND TOURISM > 1103 Property, business support services and trade > 110399 Property, business support services and trade not elsewhere classified @ 100%
	More Statistics