A longitudinal qualitative case study of change in nonprofits: Suggesting a new approach to the management of change

David Rosenbaum*, Elizabeth More, Peter Steane

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

5 Citations (Scopus)

Abstract

Existing change management models have been developed from research undertaken largely within the for-profit sector, with little reference to the unique challenges of the nonprofit sector. This article identifies a number of characteristics of change management that may be unique to the nonprofit sector. The research sought to understand change from the perspective of those within the sector who experienced it using Grounded Theory in a rich single case study as the methodology, applying an inductive reasoning approach to the development of theory. Results point to the impact of four key characteristics that require a more substantial focus in planned change models when applied to nonprofits. These include formal reflection for change agents and change recipients, development of trust, and confidence in the organisation before the actual change, focussing on the individual experience of change, and the sequencing of events from a planning perspective.

Original languageEnglish
Pages (from-to)74-91
Number of pages18
JournalJournal of Management and Organization
Volume23
Issue number1
DOIs
Publication statusPublished - 1 Jan 2017
Externally publishedYes

Keywords

  • case study
  • grounded theory
  • nonprofit
  • Planned organisational change

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