What is it about?
Change management has evolved over the decades from research undertaken from within the commercial or for-profit sector. Little if any research has been undertaken from within the nonprofit sector to determine the extent to which the management of change is different.
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Why is it important?
As a longitudinal, qualitative, single case study involving before-the-change, during-the-change and after-the-change, our findings show that four specific considerations may be relevant in successful change outcomes in the nonprofit sector. These have been identified as (1) the importance of formal and informal reflection for change agents as well as change recipients, (2) the role that trust and confidence in leadership may play, (3) the need to apply an equal focus on the indivdual as well as the organisational context, and finally (3) the timing considerations of a range of issues associated with before, during and after the change. Given the paucity of research from within a large sector of the Australian economy, research that may help the sector negotiate change, may prove beneficial in terms of overall sector outcomes.
Perspectives
Change is something that happens to people in organisations. The latter focuses on organisational outcomes whilst the former focuses on the indivdual challenges and events that make the organisational outcome a success or a failure. This study has applied Grounded Theory to investigate the views of those that are experiencing change, thereby focusing on these personal views to inform the wider change management process
Associate Professor and Dean, David Rosenbaum
National Institute of Management & Commerce
Read the Original
This page is a summary of: A longitudinal qualitative case study of change in nonprofits: Suggesting a new approach to the management of change, Journal of Management & Organization, March 2016, Cambridge University Press,
DOI: 10.1017/jmo.2016.6.
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