Leading Change and the Challenges of Managing a Learning Organisation in Hong Kong

Abstract

Research shows a failure rate of 70% for all initiated change. This professionally-oriented case study addresses this issue and aims to empirically test the strength of the Learning Organisation (LO) model as a change management approach. Evidence from this study suggests that Senge's LO model is useful in dealing with changes in an ambiguous environment. However, leaders need to review each situation, as every change strategy should be specific to the culture, context and situation. This paper contributes to the existing knowledge on change management by providing a better understanding of the impact of two different approaches to change. Further studies could assess the impact of implementing different change approaches on organisational performance. In addition, further studies may include literature in other languages, such as Chinese and Japanese, to highlight the similarities and differences between cultures.

Improving higher education standards through reengineering in West African universities – A case study of Nigeria

“…Lewin's (1953) 'Change Theory' describes the effectiveness with which organizations can modify their strategies, processes and structures (cited in Hussain et al 2018). Change management is an important tool in any organisation, as it involves developing change approaches and implementing the transition process (Chow 2014). As Seale and Cross (2016) reveal, scrutiny of these practices in their context should shed light on the social influence processes at work in complex organisational settings.…”

“…Selecting an appropriate change approach is crucial to achieving sustainable organizational performance (Chow 2014). These contexts are particular importance for understanding the governance and leadership practices in a complex, changing environment such as HES.…”