Confusion, ambiguity – then epiphany: Don’t let the past hold you back when change is vital

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

The authors build a process model of becoming that maps the following processes: destabilizing incumbent practices, sources of resistance and enablers of change, acceptance of upheaval and trying on a new state of being. A research agenda for future research in this area is also formulated.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2017), "Confusion, ambiguity – then epiphany: Don’t let the past hold you back when change is vital", Strategic Direction, Vol. 33 No. 7, pp. 32-34. https://doi.org/10.1108/SD-04-2017-0066