Navigating Organizational Change: A Comprehensive Review of Change Management Phenomena

Authors

  • Safi ur Rehman Shah Deputy Director Quality Enhancement Cell, Pak-Austria Fachhochschule Institute of Applied Sciences and Technology, Haripur, KP, Pakistan Author

DOI:

https://doi.org/10.63056/

Keywords:

Change management strategies, Resistance to change, organizational justice, cycles of change, negative emotions in change management

Abstract

Organizational change is imperative in today's cutting edge technological World. Organizations that are unable to adapt to changing environment, emerging technologies, and shifting customer preferences may result in risking to become irrelevant or obsolete. Effective change management strategies are crucial for organizations to navigate these changes successfully. This paper provides a comprehensive review on phenomena and importance of change, Internal/external, institutionalized and workplace resistance to change, change management strategies, contribution of emotions and the challenges that organizations face when implementing change in the organizations. The paper also includes the role of organizational justice in realm of change management, importance of effective communication, Information technology, employee engagement, organizational culture in facilitating successful change and cycles of change. The key success factors and best practices for change management and common pitfalls that organizations need to avoid have also been highlighted. Lewin's Change Management Model highlighting the change management process and leadership role and style has been extensively discussed. The findings of this paper can help organizations better understand the challenges of change management and develop effective strategies to navigate change successfully.

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Published

2025-10-12

How to Cite

Shah, S. ur R. . (2025). Navigating Organizational Change: A Comprehensive Review of Change Management Phenomena. ACADEMIA International Journal for Social Sciences, 4(4), 839-852. https://doi.org/10.63056/

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