Jagiellonian University in Kraków Approaches and models for change management Teczke Maciej author Bespayeva Roza Sansyzbayevna author Bugubayeva Roza Olzhabayevna author The Jagiellonian University in Kraków, Institute of Economics, Finance and Management Karaganda Economic University of Kazpotrebsoyuz, Kazakhstan, Department of Management and Innovations Karaganda Economic University of Kazpotrebsoyuz, Kazakhstan, Department of Economic Theory and State and Local Government Correspondence to: Maciej Teczke maciej.teczke@uj.edu.pl Correspondence to: Roza Sansyzbayevna Bespayeva brs_@mail.ru Correspondence to: Roza Olzhabayevna Bugubayeva 28 12 2018 Numer 3 (2017) Volume 3 195 208 Copyright © 2018 2018 <div id="cke_pastebin">Change management is currently one of the most sought-after business management technologies. Often, change management is called the most difficult part of a managerial work, which requires great skill. This is particularly relevant in the context of modern business, when deep, almost constant changes are in principle considered a factor that is very important for a company to adapt to the changing demands of the market and the global economic situation. The purpose of the article is an analysis of approaches and models of change management. To achieve it a literature review was carried out. Article describes main differences between ADKAR, EASIER, Lewin’s model of change and Nadkar twelve steps approach to name a few. Analysis led to the conclusion, that it is impossible to pick the best approach to change management. Each approach to change management draws attention to different aspects of this issue but at the same time they do not exclude but complement each other. Change management models focus, to a large extent, on the practical process of this management area.</div> 1 Aladwani, A.M. (2001). Change management strategies for successful ERP implementation. Business Process Management Journal, 7(3), 266–275. 2 Anderson, D., &amp; Anderson, L.A. (2010). Beyond Change Management: How to Achieve Breakthrough Results through Conscious Change Leadership (Vol. 36). Hoboken, New Jersey: John Wiley &amp; Sons. 3 Anyieni, A.G., Bcom, M., &amp; Campus, N. (2013). Effect of strategic planning on the performance of small and medium enterprises in Kenya: A summary review of the literature. The International Journal of Professional Management (IJPM), 8(6), 1–10. 4 Aswathappa, K., &amp; Reddy, G.S. (2009). Organisational Behaviour (Vol. 20). Mumbai: Himalaya Publishing House. 5 Bullock, R.J., &amp; Batten, D. (1985). It’s just a phase we’re going through: A review and synthesis of OD phase analysis. Group &amp; Organization Studies, 10(4), 383–412. 6 Burnes, B. (2000). Managing Change: A Strategic Approach to Organisational Dynamics. London: Pitman Publishing. 7 Conner, D. (1993). Managing at the Speed of Change: How Resilient Managers Succeed and Prosper Where Others Fail. New York: Random House. 8 Connors, R., &amp; Smith, T. (2011). Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results. New York: Penguin. 9 Deutschman, A. (2007). Change or Die. New York: HarperBusiness. 10 Flood, A.B., &amp; Fennell, M.L. (1995). Through the lenses of organizational sociology: The role of organizational theory and research in conceptualizing and examining our health care system. Journal of Health and Social Behavior, (special issue),154–169. 11 Ghoshal, S., &amp; Bartlett, C.A. (1996). Rebuilding behavioral context: A blueprint for corporate renewal. Sloan Management Review, 37(2), 23–36. 12 Goodstein, L.D., &amp; Burke, W.W. (1991). Creating successful organization change. Organizational Dynamics, 19(4), 5–17. 13 Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Loveland: Prosci. 14 Hussey, D.E. (2000). How to Manage Organisational Change (Vol. 28). Kogan Page Publishers: London. 15 Huy, Q.N. (2001). Time, temporal capability, and planned change. Academy of Management Review, 26(4), 601–623. 16 Kanter, R.M., Stein, B.A., &amp; Jick, T.D. (1992), The Challenge of Organisational Change. New York: The Free Press. 17 Kotter, J.P. (1995). Leading change: Why transformational efforts fail. Harvard Business Review, 73(2), 59–67. 18 Lewin, K. (1951). Force Field Analysis. In D. Francis, &amp; M. Woodcock (1982). Fifty Activities for Self-Development. Aldershot: GOWE. 19 Lewin, K. (n.d.). Force Field Analysis and Diagram. Retrieved from: http://www.valuebasedmanagement.net/methods_lewin_force_field_analysis.html [accessed: 22.11.2018]. 20 Meyer, J.W., &amp; Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83(2), 340–363. 21 Nadler, D.A. (1997). Champions of Change: How CEOs and their Companies are Mastering the Skills of Radical Change. San Francisco: Jossey-Bass. 22 Newstrom, J.W., &amp; Davis, K. (1985). Human Behavior at Work: Organizational Behavior. New York: McGraw-Hill. 23 Nickolas, B. (2006). Essentials of Change. London: Thousands Oak. 24 Pendlebury, J., Grouard, B., &amp; Meston, F. (1998). The Ten Keys to Successful Change Management. London: John Wiley &amp; Sons. 25 Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., &amp; Smith, B. (1999). The Dance of Change (Vol. 24). New York: Doubleday. 26 Todnem By, R. (2005). Organisational change management: A critical review. Journal of Change Management, 5(4), 369–380. 27 Wiggins, L. (2008). Managing the ups and downs of change communication. Strategic Communication Management, 13(1), 20–23.