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A longitudinal qualitative case study of change in nonprofits: Suggesting a new approach to the management of change
David Rosenbaum Elizabeth More Peter Steane
David Rosenbaum
Elizabeth More
Peter Steane
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.
Keywords
planned organisational change, nonprofit, grounded theory, case study
Date
2017
Type
Journal article
Journal
Journal of Management and Organization
Book
Volume
23
Issue
1
Page Range
74-91
Article Number
ACU Department
Non-faculty
Collections
Relation URI
Source URL
Event URL
Open Access Status
License
File Access
Controlled