Introduction
Given today’s business environment as both dynamic and uncertain, benchmarking for the experts when managing the unexpected is important. Organizational change is a process that will clearly handle unexpected situations. However, within the traditional organisational change management literature, a focus on unexpected incidents during change processes is not common. In addition, few studies have presented a critique to the existing change theories such as Armenakis and Harris (2009), Cummings and Worley (2015), and Kotter (1996).
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