An Integrative Analysis of Organisational Change Management: A Systematic Literature Review (2000–2025)

In today’s fast-paced world influenced by digital innovation, globalization, and evolving workforce expectations, organizations must continuously adapt to survive and succeed. Change is no longer a one-time event; it has become a constant feature of organizational life. This study systematically reviews 39 peer-reviewed research papers published between 2000 and 2025 to explore how organizations manage change and, more importantly, how employees respond to it. Using the PRISMA method, the review examines internal factors such as leadership style, organizational culture, employee perspectives on change drivers and personality traits, along with external influences like technological advancements and market dynamics. Findings reveal that supportive leadership, transparent communication, and participative decision-making significantly improve employee acceptance of change and reduce resistance. Leaders who actively involve their teams and build trust create a more positive environment for transformation. The study also highlights that employees react to change differently based on their adaptability and generational background, showing that a one-size-fits-all approach is ineffective. Organizations must adopt flexible and inclusive change strategies that consider the diversity of their workforce. Moreover, the review points out that organizational commitment, peer support, and innovation-friendly cultures play vital roles in successful change implementation. Clear communication and emotional support throughout the process further enhance readiness for change. By synthesizing key insights from two decades of research, the study offers practical guidance for leaders and decision-makers seeking to build resilient, forward-looking organizations. It emphasizes the importance of integrating individual, organizational, and external factors into a cohesive change management strategy that can help organizations navigate ongoing disruption and prepare for future challenges.

Organizational Change Management, Employee Resistance, Change Acceptance, Employee Adaptability, change drivers, Systematic Literature Review, PRISMA

1. Appelbaum, S. H., Degbe, M. C., MacDonald, O., & Nguyen-Quang, T. S. (2015). Organisational outcomes of leadership style and resistance to change. Industrial and Commercial Training, 47(2), 135–144. [Google Scholar] [Crossref]

2. Bernuzzi, C., Sommovigo, V., Maffoni, M., Setti, I., & Argentero, P. (2023). A mixed-method study on the bright side of organizational change: Role clarity and supervisor support as resources for employees’ resilience. Journal of Change Management, 23(2), 143–176. [Google Scholar] [Crossref]

3. Boonstra, J. (2022). Reflections: From planned change to playful transformations. Journal of Change Management, 22(1), 12–31. [Google Scholar] [Crossref]

4. Burnes, B., Hughes, M., & By, R. T. (2021). Reimagining organisational change leadership. Leadership, 17(2), 141–158. [Google Scholar] [Crossref]

5. Da Ros, A., Vainieri, M., & Bellé, N. (2023). An overview of reviews: Organizational change management architecture. Journal of Change Management, 23(2), 113–142. [Google Scholar] [Crossref]

6. Ferrari, F. (2023). Readiness to change and change recipients’ reactions: An investigation of the beneficial effects of change cynicism. Journal of Change Management, 23(1), 25–49. [Google Scholar] [Crossref]

7. Folger, R., & Skarlicki, D. P. (2001). Unfairness and resistance to change: Hardship as mistreatment. Journal of Organizational Change Management, 14(1), 35–50. [Google Scholar] [Crossref]

8. Fu, J. H. Y., Zhang, Z. X., Li, F., & Leung, Y. K. (2016). Opening the mind: Effect of culture mixing on acceptance of organisational change. Journal of Cross-Cultural Psychology, 47(10), 1361–1372. [Google Scholar] [Crossref]

9. Gross, N., & Geiger, S. (2017). Liminality and the entrepreneurial firm: Practice renewal during periods of radical change. International Journal of Entrepreneurial Behavior & Research, 23(2), 185–209. [Google Scholar] [Crossref]

10. Grønvad, M. T., Abildgaard, J. S., & Aust, B. (2023). Moving beyond resistance and readiness: Reframing change reactions as change related subject positioning. Journal of Change Management, 23(1), 5–24. [Google Scholar] [Crossref]

11. Hatjidis, D., & Parker, A. (2018). The role of relationship quality in raising organisational change acceptance: The case of the Greek hotel industry. Journal of Human Resources in Hospitality & Tourism, 17(3), 340–359. [Google Scholar] [Crossref]

12. Hasbi, M. M., & van Marrewijk, A. (2024). Navigating tensions in the organizational change process towards hybrid workspace. Journal of Change Management, 24(3), 275–300. [Google Scholar] [Crossref]

13. Hubbart, J. A. (2020). Organisational change: The challenge of change aversion. Administrative Sciences, 10(4), 162. [Google Scholar] [Crossref]

14. Hughes, M. (2021). Reflections: How studying organisational change lost its way. Journal of Change Management, 21(1), 8–25. [Google Scholar] [Crossref]

15. Hvidsten, A., Rai, R. S., & By, R. T. (2023). Design thinking: Supporting organisational change and leadership. Journal of Change Management, 23(1), 1–11. [Google Scholar] [Crossref]

16. Jamal, A. F., El Nemar, S., & Sakka, G. (2025). The relationship between job redesigning, reskilling and upskilling on organizational agility. EuroMed Journal of Business, 20(2), 474–492. [Google Scholar] [Crossref]

17. Koll, H., Esmark, K., & Jensen, A. (2024). ‘Changing the course of a super tanker’: A study of senior and junior managers’ enactments of a transition narrative. Journal of Change Management, 24(2), 230–247. [Google Scholar] [Crossref]

18. Kotter, J. P. (1996). Leading change. Harvard Business Press. [Google Scholar] [Crossref]

19. Kuenzi, M., & Schminke, M. (2009). Assembling fragments into a lens: A review, critique, and proposed research agenda for the organisational work climate literature. Journal of Management, 35(3), 634–717. [Google Scholar] [Crossref]

20. Marasini, D. P., Lee, D., & Joung, H. (2023). Group differences in individual and organisational capabilities and operational performance in implementing DX: Focusing on Nepalese SMEs. Global Business & Finance Review, 28(1), 20–33. [Google Scholar] [Crossref]

21. Mathar, D., & Gaur, M. (2020). Change management: Identifying change agents using social network analysis in an ERP implementation. SSRN. [Google Scholar] [Crossref]

22. Menezes, K. A., & Malhotra, P. (2022). Learning preferences and attitude towards change acceptance of diverse generational workforce in digital era. International Journal of Business and Globalisation, 32(2-3), 223-237. [Google Scholar] [Crossref]

23. Naeem, M. (2020). Understanding the role of social media in organisational change implementation. Management Research Review, 43(9), 1097–1116. [Google Scholar] [Crossref]

24. Naeem, M. (2020). Using social networking applications to facilitate change implementation processes: Insights from organisational change stakeholders. Business Process Management Journal, 26(7), 1979–1998. [Google Scholar] [Crossref]

25. Obied, A. S. (2025). Digital leadership in the academic environment: A systematic literature review. Social Sciences & Humanities Open, 8(1), 100070. [Google Scholar] [Crossref]

26. Abu Orabi, T., Abu Alfalayeh, G., Alhyasat, W. B. A. K., Ababne, A., Alkhawaldah, R., & Qteishat, M. (2024). Change management in business organization: A literature review. Human Systems Management, 43(2), 195-213.30. [Google Scholar] [Crossref]

27. Rogers, E. M. (2003). Diffusion of innovations (5th ed.). Free Press. [Google Scholar] [Crossref]

28. Sagie, A., & Koslowsky, M. (1996). Decision type, organisational control, and acceptance of change: An integrative approach to participative decision making. Applied Psychology: An International Review, 45(3), 303–322. [Google Scholar] [Crossref]

29. Sagie, A., Elizur, D., & Koslowsky, M. (1995). Decision type, participative decision making, and organizational behavior: An experimental simulation. Human Performance, 8(2), 81–94. [Google Scholar] [Crossref]

30. Santoso, C. B., & Kusmaryanto, S. (2024). A scoping review of middle managers in the digital transformation era in public sector organisations: Are they still needed? Cogent Business & Management, 11, 2461734. [Google Scholar] [Crossref]

31. Vardaman, J. M., Chew, S. L., Zhou, F., Hargrove, D. C., Raddatz, P. A., Datta, A., & Tabor, W. E. (2024). Yes, we can! A job embeddedness perspective on employee change acceptance. Journal of Change Management, 24(1), 69-82. [Google Scholar] [Crossref]

32. Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85(1), 132–142. [Google Scholar] [Crossref]

• "Towards GDP to GEP-Centric Model: A Proposed GEP Index Framework and Its Application in Haryana"
• Physicochemical Analysis of Petroleum Products in Selected Depots in Calabar Metropolis Cross River State and The Effects on Motor Engine
• Impact of Employee Welfare Measures on Workforce Well-Being in SBI: Insights from the Public Banking Sector
• Problem of Small-Scale Farmers in Agricutlure Sector in Tirunelveli Taluk
• Globalization, Economic Development, and Ecological Footprint in Tunisia: A QARDL Approach