The Barriers to and Facilitators of Sustainable Organizational Change
Abstract
As the contemporary environment is infused with change, organizations push for change, and the notions of failure and success associated with organizational change management interventions are linked to (perceived) barriers and facilitators.
Purpose - This study aims to identify barriers and facilitators in organizational change management and investigate essential dimensions to consider to improve the successful implementation of change initiatives within organizations. As two ends of a spectrum, barriers and facilitators play a crucial role in either hindering or facilitating the progress of a change intervention. While barriers can impede organizational change success, they can also serve as facilitators.
Research Design - A literature review of over forty (forty) articles was conducted to determine how and how scholars have identified the variables contributing to the success or impeding change efforts. The study was conducted using a descriptive exploratory approach to identify variables considered barriers to or facilitators of change.
Findings - Based on descriptive analysis, the findings from the literature search were categorized under three (three) themes: 1/ Self; 2/ Social Support; and 3/ Organizational Support. A deeper understanding of each theme was achieved by categorizing it further into subcategories aligned with the given theme.
Value - This article provides a unique perspective on why planned interventions do not always consider the identified variables and, as a result, struggle to effect organizational change. By understanding factors that have a direct impact on change and assisting leaders and employees, this article provides a pathway for success in organizational change.
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