Improving Evidence Quality for Organisational Change Management through Open Science

Research output: Contribution to journalArticle

Abstract

Purpose
Popular contingency approaches to organisational change management imply that it is known what and when practices are most appropriate and effective to manage change. The current work aims to question this assumption.

Design/methodology/approach
The current work critically reviews the quality of current evidence supporting organisational change management and considers the role of open science practices for the field.

Findings
First, evidence informing organisational change management is poor, heavily reliant upon unquestioned theoretical models and low-quality cross-sectional or case-study designs. Greater adoption of an evidence-based approach to practice could facilitate organisational change management, but only once a higher quality of evidence is available to inform more robust practical guidance. Second, open science practices look well placed to drive a higher quality of evidence suitable for informing future change management.

Originality/value
The current work highlights the problematic nature of the quality and application of current evidence to inform organisational change and raises a number of recommendations to support future evidence development using an open science approach.
Original languageEnglish
Pages (from-to)367-378
Number of pages12
JournalJournal of Organizational Change Management
Volume33
Issue number2
Early online date4 Mar 2020
DOIs
Publication statusE-pub ahead of print - 4 Mar 2020

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Keywords

  • Change failure
  • Evidence quality
  • Evidence-based practice
  • Open science
  • Organizational change

ASJC Scopus subject areas

  • Decision Sciences(all)
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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