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Failure in Organizational Change

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Strategies in Failure Management

Part of the book series: Management for Professionals ((MANAGPROF))

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Abstract

The present contribution deals with failure in organizational change processes. After a brief illustration of various drivers for change, failure at the structural and at the process level are discussed. Two case studies are presented to enrich the discussion. Lessons that can be learned from the failures described in the practical cases are explored. The chapter closes with a discussion of implications in dealing with failure in organizational change.

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Notes

  1. 1.

    For basic concepts of organizational change see e.g. Cummings and Worley (2009).

  2. 2.

    Extracts taken from Alexander, Berthod, Kunert, Salge, & Washington (2015, pp. 67–70).

  3. 3.

    Interestingly, such a 3-step-approach exists also in consulting (see Lackner, 2018) and project management (see Kunert & von der Weth, 2018).

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Authors and Affiliations

  1. artop GmbH – Institut an der Humboldt-Universität zu Berlin, Berlin, Germany

    Sebastian Kunert

  2. Fachhochschule für öffentliche Verwaltung NRW, Duisburg, Germany

    Henning Staar

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  1. Sebastian Kunert
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  2. Henning Staar
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Correspondence to Sebastian Kunert .

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  1. artop–Institute, Humboldt-University Berlin, Berlin, Germany

    Sebastian Kunert

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Kunert, S., Staar, H. (2018). Failure in Organizational Change. In: Kunert, S. (eds) Strategies in Failure Management. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-72757-8_2

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