AbstrActthe study investigated the relationship between "resistance to or readiness for change" (ror-change) and "meaning seeking", and whether a logotherapy-based intervention -Logo-OD -would impact on resistance to change. a quasi-experimental design and various statistical procedures were applied to test formulated hypotheses. of a survey population of 1 637 individuals, 193 and 76 respondents formed part of the pre-and post-test samples respectively. Whereas a significant relationship was established between said constructs, no significant effect of Logo-OD was observed. These results supported the primary conclusions emanating from the literature: the role of logo-oD is one of a positive trigger event for organisational change.

Orientation: This article, the final in a series of three papers, locates organisational change, specifically within the context of individuals' experience of 'meaning', as conceptualised in Viktor Frankl's logotherapy. Research purpose:The purpose of this theoretical paper is to investigate the context of meaning in organisational change by exploring the relationship between meaning and change.Motivation for the study: Although literature on change management is available in abundance, very little research has been focussed on the micro-level issues pertaining to organisational change, and virtually no research relating to the 'existential meaning' context of such change could be found.Research design, approach and method: The study was conducted by means of a review of literature, guided by the theoretical perspectives of logotherapy.

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Orientation: This article explores the role that meaning, as logotherapy conceptualises it, can play to facilitate organisational changes.Research purpose: The purpose of this study is to explore further a model an earlier paper proposed for using employees’ experiences of meaning in work contexts to facilitate changes.Motivation for the study: The researchers could not find a comprehensive model in the literature for addressing employees’ experiences of meaning in, or at, work during organisational changes. A previous paper proposed such a model, but it addressed only one component fully. This article seeks to explore this model further to address this apparent gap in the literature.Research design, approach and method: The researchers used a literature review to conduct the study. The components of the model directed this review in order to find meaning at work.Main findings: The actions of organisations, which aim to create positive organisational contexts (through practices for improving meaning at work and transcendence) and to frame changes using ‘Logo-OD’, can improve employees’ experiences of meaning during organisational changes.Practical/managerial implications: Understanding the relationship between meaning and organisational change, and applying the model this article presents, can contribute to the overall success of change initiatives.Contribution/value-add: This study’s primary contribution stems from the novel framework it presents for organisations to use the knowledge about how employees search for meaning to facilitate changes.