EXAMINING THE IMPACT OF KURT LEWIN’S MODEL OF CHANGE

MANAGEMENT TOWARDS GLCs PERFORMANCE

By

Huin Ailing Saraswathy Nair

905121

Submitted to

Assoc. Prof. Dr. Hendrik Lamsali

Othman Yeop Abdullah Graduate School of Business

Universiti Utara Malaysia

06010 Sintok, Kedah Darul Aman

November 2023
 ACKNOWLEDGEMENT

Firstly, I would like to thank God for being so gracious and merciful to me and allowing me to

complete my business consultation report successfully. Without the blessing of God, I am not

able to complete and present myself where I am today.

I am extending my gratitude to Assoc. Prof. Dr. Hendrik Lamsali for his guidance and support

throughout the business consultation project. It was a great experience and honour to be able

to work under his guidance.

Last and most importantly, I would like to thank my parents and my family members for

showing endless love and blessing in my academic journey

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 Table of Contents

ACKNOWLEDGEMENT ................................................................................................................. 1

CHAPTER 1: INTRODUCTION ...................................................................................................... 4

1.1 Background of the study .......................................................................................................... 4

1.1.1 Stage 1: Unfreezing ........................................................................................................... 5

1.1.2 Stage 2: Changing ............................................................................................................. 6

1.1.3 Stage 3: Refreezing ........................................................................................................... 6

1.2 Problem statement ................................................................................................................... 7

1.3 Aims and objectives ................................................................................................................. 9

1.4 Research question .................................................................................................................... 9

1.5 Significance of the study .......................................................................................................... 9

1.6 Scope and limitation of the study ........................................................................................... 12

1.7 Conclusion............................................................................................................................. 13

CHAPTER 2: LITERATURE REVIEW .......................................................................................... 15

2.1 Introduction ........................................................................................................................... 15

2.2 Business Performance ............................................................................................................ 15

2.3 The review on Kurt Lewin model of change management ...................................................... 17

2.4 Change management .......................................................................................................... 19

2.4.1. Theories of change management ..................................................................................... 20

2.4.2. Change management strategies ....................................................................................... 25

2.4.3. Change management tools and techniques ...................................................................... 27

2.4.4. Change management skills ............................................................................................. 29

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 2.4.5. Change management best practices................................................................................. 30

2.4.6. Change management challenges ..................................................................................... 31

2.4.7. Change management methodologies ............................................................................... 33

2.5 The Concept of Adaptation .................................................................................................... 34

2.5.1. Approaches to Change Management .................................................................................. 35

2.6 Conceptual Framework .......................................................................................................... 36

CHAPTER 3: METHODOLOGY.................................................................................................... 39

3.1 Research framework .............................................................................................................. 39

3.2 Hypotheses development ....................................................................................................... 40

3.3 Research Design .................................................................................................................... 41

3.4 Operational definition/measurement of variable/instrumentation ............................................ 42

3.5 Data Collection ...................................................................................................................... 43

3.6 Data sampling and Analysis ................................................................................................... 44

3.7 Data collection procedure....................................................................................................... 45

3.8 Technique of data analysis to be used ..................................................................................... 45

References....................................................................................................................................... 46

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 CHAPTER 1: INTRODUCTION

1.1 Background of the study

Organizations are now more dependent on the change management process of

organizational management. The change in the global market and technology are the main

reasons that force the organizations to change their systems. The organizations have to change

their systems in order to remain competitive in the market. The change management is the

process that helps the organization to identify, assess, control and monitor the risk of change.

The change management includes the identification of the need for change, the development

of a plan to implement the change, the communication of the change to the organization, the

training of employees on the change, the implementation of the change, the monitoring of the

change, and the evaluation of the change (Burnes & Bargal, 2017). The Kurt Lewin model of

change is a three-stage model that describes the process of change in an organization. The three

stages of the model are unfreezing, changing, and refreezing. The unfreezing stage is the first

stage of the model, and it includes the identification of the need for change and the development

of a plan to implement the change. The changing stage is the second stage of the model, and it

includes the communication of the change to the organization, the training of employees on the

change, and the implementation of the change (Farrell, 2018). The refreezing stage is the third

stage of the model, and it includes the monitoring of the change and the evaluation of the

change.

Organizations are constantly changing, and how they manage these changes is vital to

their success. Change management is an area of management focused on organizational

change. The purpose of change management is to ensure that changes are made with minimal

disruption to the organization. Change management includes the process of planning,

implementing, and monitoring changes to organizational structures, processes, and policies.

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Change management is a relatively new field, and there is no one agreed-upon definition

(Farrell, 2018). However, there are some common themes that are often included in definitions

of change management. These themes include the need to manage the people side of change,

the importance of communication and stakeholder engagement, and the need to create a culture

of change within the organization.

The external changes that have been facing the organizations provide an avenue for

thinking. Managers have adopted change practices with varying levels of success. While

organizational change is a constant experience, knowledge, and awareness about many of the

critical issues involved in the management of such change is often lacking in those responsible

for its progress. Clearly, if organizations are ever to experience a greater level of success in

their development efforts, managers and executives need to have a better framework for

thinking about change and an understanding of the key issues which accompany change

management.

The Kurt Lewin model of change management is one of the most popular and widely

used models of change (Burnes & Bargal, 2017). The model is based on Lewin's three-stage

theory of change, which includes unfreezing, changing, and refreezing. The model is intended

to be a flexible guide for managing change within organizations. The model has been adapted

and used in a variety of contexts, including change management in healthcare, education, and

business. The Kurt Lewin model of change management is a three-stage process that includes

unfreezing, changing, and refreezing. The three stages of the model are described in detail

below.

1.1.1 Stage 1: Unfreezing

The first stage of the Kurt Lewin model is unfreezing. This stage is concerned with

creating the conditions necessary for change. It involves breaking down the psychological

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barriers that prevent change from happening. This can be done through education and

awareness-raising. It can also be done by creating a sense of urgency and by providing a vision

for change.

1.1.2 Stage 2: Changing

The second stage of the Kurt Lewin model is changing. This stage is concerned with

making the actual changes. It involves developing and implementing new plans, policies, and

procedures. It also involves training employees on the new changes. This stage can be difficult,

as it often requires employees to change the way they work.

1.1.3 Stage 3: Refreezing

The third stage of the Kurt Lewin model is refreezing. This stage is concerned with

consolidating the changes and making sure they stick (Farrell, 2018). It involves embedding

the new changes into the organization's culture. This can be done through reinforcement and

rewards. It can also be done by making the changes permanent.

The Kurt Lewin model of change management is a flexible framework that can be

adapted to a variety of contexts. It is a popular model, and it has been used in a variety of

industries, including healthcare, education, and business. To manage change effectively, it is

important to understand how people adapt to change. There are various models of change

management, but one of the most influential is Kurt Lewin's three-stage model of change.

Lewin's model suggests that change occurs in three distinct stages: unfreezing, changing, and

refreezing. In the unfreezing stage, people are motivated to change by a sense of dissatisfaction

with the current state of affairs. In the changing stage, people actually implement the change.

And in the refreezing stage, people solidify the change by creating new habits and routines.

The three-stage model of change is a useful framework for understanding how people adapt to

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change. However, it is important to remember that not all change happens in a linear fashion.

People may move back and forth between stages, or they may skip stages altogether.

1.2 Problem statement

To enhance organizational performance, change management practices that involve the

use of systematic methods should be initiated to ensure that organizational change is conducted

as planned. Organizations do not function in a vacuum and therefore must act and react to what

happens outside its business environment. These external factors affect the main strategies and

objectives of the business and internal functioning. A major factor that affects business is the

social aspect which encompasses how employees, consumers, households, and communities

behave and believe. These are very dynamic and due to this turbulence organizations need to

adapt and respond appropriately.

Organizations today have increasingly become aware of the importance of Change

Management practices. This awareness in a system is a critical dimension in the performance

of organizations. Change Management practices is a recurring theme examined by

academicians, consultants, and practitioners. The frequent and uncertain changes, greater

competition between firms and the demand for more advanced customer services drives

management today.

The purpose of this research is to examine the impact of Kurt Lewin's model of change

management towards GLCs performance. The research will specifically look at how the model

can be implemented in order to improve performance within GLCs. In addition, the research

will also seek to identify any potential obstacles that may hinder the effective implementation

of the model. Kurt Lewin’s model of change management has been extensively studied and

used in a variety of organizations. Despite its popularity, there is a lack of empirical evidence

examining the impact of Lewin’s model on organizational performance. This study seeks to fill

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this void by investigating the effect of Lewin’s model on the performance of Malaysian

government-linked companies (GLCs).

Kurt Lewin’s model of change management has been widely used in various

organizations in order to bring about change. However, there is a lack of empirical evidence to

support the efficacy of this model in terms of its impact on organizational performance. The

purpose of this study is to examine the impact of Kurt Lewin’s model of change management

on the performance of Malaysian Government-Linked Companies (GLCs).

In the current business environment, it is essential for organisations to be able to

manage change effectively in order to remain competitive. Kurt Lewin's model of change

management is one of the most widely used and recognised frameworks for managing change.

However, there is limited research examining the impact of this model on organisations'

performance. This study will aim to address this gap in the literature by investigating the effect

of Kurt Lewin's model of change management on the performance of Malaysian Government-

Linked Companies (GLCs). Given the importance of GLCs in the Malaysian economy, this

study will provide valuable insights into the effectiveness of this model of change management

in improving organisational performance.

To manage the challenges of change management, different researchers have advocated

for the use of systematic change management practices. Since 2012, the commission has

embarked on several change management practices. However, little research has been

conducted to find out the effect of change management practices on organizational

performance and more so focusing on Kurt Lewin's model. Therefore, this study sought to

establish the impact of Kurt Lewin’s model of change management towards GLC’s

performance.

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1.3 Aims and objectives

The aim of this study is to review the Kurt Lewin model of change management, and to assess

its effectiveness in today's business environment. The research objectives of the study are as

follows:

1. To examine the practices of Kurt Lewin’s model of change management in GLCs

2. To determine the impact of KLM adaptation towards GLCs performance

3. To identify the effect of change management towards GLCs performance moderated

by KLM adaptation.

1.4 Research question

A model of organizational change in Kurt Lewin’s three steps change process context was

introduced in this study, which reflects momentous stages in change implementation process.

Kurt Lewin’s model is the early fundamental planned change models explaining the striving

forces to maintain the status quo and pushing for change (Lewin, 1947). The focus of this

research on:

1. What are the practices of Kurt Lewin’s model of change management in GLCs?

2. What is the impact of KLM adaptation towards GLCs performance?

3. What is the effect of change management towards GLCs performance moderated by

KLM adaptation?

1.5 Significance of the study

The purpose of this study is to investigate how adaptation to change management can

be improved through the application of Kurt Lewin's model of change management. The model

will be used to identify and assess the factors that contribute to successful adaptation to change

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management. The findings of this study will be used to develop recommendations for

improving adaptation to change management. The purpose of this study is to examine how

adaptation to change can be managed effectively in organizations. In particular, the study will

review the Kurt Lewin model of change management and explore its usefulness in today's

organizations. The study will also identify the key factors that contribute to successful

adaptation to change and make recommendations for change management practices that can

help organizations to effectively adapt to change.

Change is a constant feature of modern organisations and businesses must learn to deal

with it effectively in order to survive and prosper. Many organisations adopt a reactive

approach to change, only responding to external changes when they occur. However, this can

often lead to organisations being caught off guard and being unable to effectively deal with the

changes. Adaptation, on the other hand, is a proactive approach to change which involves

anticipating and preparing for changes before they occur. By doing this, organisations can be

better prepared to deal with changes when they do occur and can even take advantage of them

to improve their performance.

The Kurt Lewin model of change management is one of the most widely used models

of change management. It involves three steps: unfreezing, changing, and refreezing. The

model has been criticised for being too simplistic and for not considering the complexities of

real-world change situations. However, it remains a popular model due to its simple and easy

to understand approach. The study will adopt a qualitative research approach, utilising

interviews with change management practitioners in order to gain an in-depth understanding

of the role of adaptation in change management. The study will also make use of secondary

data sources, such as journal articles and books, to provide a more comprehensive

understanding of the topic.

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 There are different ways of thinking about adaptation. In the context of organizations,

adaptation refers to the ability of an organization to change its structure or processes in response

to external pressures or internal changes. Organizational adaptation has been studied in a

variety of disciplines, including sociology, psychology, anthropology, and business. The

concept of adaptation is also relevant to individual behaviour. Individuals can be said to be

adaptive if they are able to modify their behaviour in response to changes in their environment.

Individual adaptation has been studied in a variety of fields, including psychology, sociology,

and anthropology. The study of adaptation is important because it can help us understand how

organizations and individuals respond to change. It can also help us predict how they will

respond to future changes. One of the most influential models of organizational change was

proposed by Kurt Lewin. Lewin's model, which is also known as the unfreezing-change-

refreezing model, consists of three steps: unfreezing, change, and refreezing. The first step,

unfreezing, is necessary for change to occur. This step involves creating a sense of

dissatisfaction with the current situation. Once people are dissatisfied, they will be more

receptive to change.

In this rapidly changing business world, the need for effective change management has

never been greater. Organisations are constantly being forced to adapt to new market

conditions, advances in technology, and changes in the political and regulatory environment.

In order to survive and prosper, they need to be able to manage change effectively. There are a

few different models of change management, but one of the most influential is the Kurt Lewin

model. The Lewin model is a three-stage process that involves unfreezing, changing, and

refreezing. It is a highly effective way of managing change and has been used successfully by

organisations all over the world.

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 Kurt Lewin was a German American psychologist who is known as one of the pioneers

of social psychology. He is also known for his work in the area of organizational change. The

Lewin model of change management is a three-stage process that is often referred to as

unfreezing-change-refreezing. The model is based on the idea that change is a process that goes

through three distinct stages: unfreezing, changing, and refreezing. The first stage, unfreezing,

is when people are introduced to the idea of change, and they begin to see that change is

possible. The second stage, changing, is when people start to change their behaviour. The third

stage, refreezing, is when people solidify the change and make it a part of their everyday lives.

The Lewin model is a widely used model for organizational change. It has been used in a variety

of industries, including healthcare, education, business, and government. The model is also

used in other fields, such as psychology and sociology. The Lewin model is a flexible model

that can be adapted to a variety of different situations. The findings of this study will contribute

to the body of knowledge on change management and will also provide insights on the most

effective way to manage change in Malaysian organizations.

1.6 Scope and limitation of the study

The scope of this study is limited to adaptation on change management and the review

on Kurt Lewin model of change management. The study does not cover other aspects of change

management. The study will be limited to the research on the adaptation of change management

and the review on Kurt Lewin model of change management. The study will not cover other

related topics such as the impact of change management on organizational performance or the

different approaches to change management.

The study on adaptation on change management and the review on Kurt Lewin model

of change management are limited to the effects of change management on the employees of

the company. The study does not include the other aspects of the company that may be affected

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by change management. The study is limited to the understanding of adaptation on change

management and the review on Kurt Lewin model of change management. The study does not

include other aspects of change management. The study on adaptation on change management

is limited to the review of Kurt Lewin model of change management. The study does not

include other change management models. The scope of the study is also limited to the change

management in organizations.

The scope of the study on adaptation on change management and the review on Kurt

Lewin model of change management are vast. The topics of change management and

adaptation are both broad and complex, and there is a great deal of literature on both topics.

The scope of this study is limited to a review of the literature on change management and

adaptation, and a focus on the Kurt Lewin model of change management. The study does not

include a comprehensive review of the literature on either topic, nor does it include an in-depth

analysis of the Kurt Lewin model.

1.7 Conclusion

There are several studies focusing on the change management of business organizations

because of their contribution in the global economy. The quest for change management has

long been a central tenet of the field of strategic management. The Malaysian economy is going

through great changes, as business organizations operate in a dynamic, turbulent, and

constantly increasing competitive environment. These changes are brought about by forces

such as economic fluctuations, new product developments, technological change, globalization

as well as shifting customer preferences. This dynamism is throwing up new opportunities and

challenges to organizations as well as institutions. This also implies that future survival of

organizations is not guaranteed unless they can adapt to the changes presented in the

environment. Managers need to act constantly to secure an organization’s future success. The

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biggest challenge for managers is how they can cope with the dynamism in the environment

given the constraints, challenges, and threats they face. Change has become an enduring feature

of organization life.

The change management is the process that helps the organization to identify, assess,

control and monitor the risk of change. The change management includes the identification of

the need for change, the development of a plan to implement the change, the communication

of the change to the organization, the training of employees on the change, the implementation

of the change, the monitoring of the change, and the evaluation of the change (Farrell, 2018).

The Kurt Lewin model of change is a three-stage model that describes the process of change

in an organization. The three stages of the model are unfreezing, changing, and refreezing. The

unfreezing stage is the first stage of the model, and it includes the identification of the need for

change and the development of a plan to implement the change. The changing stage is the

second stage of the model, and it includes the communication of the change to the organization,

the training of employees on the change, and the implementation of the change. The refreezing

stage is the third stage of the model, and it includes the monitoring of the change and the

evaluation of the change.

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 CHAPTER 2: LITERATURE REVIEW

2.1 Introduction

In the organizational management, the change management is regarded as a very

important aspect for its survival and development. The change management is defined as a

strategic process that is used to improve the operations of an organization (Farrell, 2018). The

changes in the business environment and work processes are the primary reasons for the

organizations to implement the change management.

The change management is a very powerful tool that is used to bring about the changes

in the organizational operations and functions (Burnes & Bargal, 2017). The change

management has three key components: organizational change, process change, and people

change. The organizational change is the primary focus of the change management. The

process change is the second key component. The people change is the third key component.

The organizational change involves the changes in the organizational structure,

processes, and policies. The process change involves the changes in the work processes. The

people change involves the changes in the workforce.

The change management is a very important aspect of the organizational management

(Burnes & Bargal, 2017). The change management is used to bring about the changes in the

organizational operations and functions. The change management has three key components:

organizational change, process change, and people change.

2.2 Business Performance

In today's dynamic and rapidly changing workplace and globalised economy,

development of organizational performance is associated with the development personal

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performance, skills, knowledge, and experience. However, the ability to achieve and maintain

high performance and productivity in organizations is a key challenge facing management

today. Firm performance is positively impacted by the presence of change management

practices which tend to create a significant contribution on organizational competencies, and

this in turn becomes a great boost for further enhancing innovativeness. Organizations link the

maximization of performance with change management practices. As a result of intensive

competition, shorter product life cycles, volatile product and market environments, firms

constantly search for newer sources of competitive advantage, one of the most important being

change management practices, that has the potential to improve and determine an

organization's fate. Effective Change Management Practices systematically organizes all

individual to directly influence employee attitude and behaviour in a way that leads business

to achieve its competitive strategy. The firm can thus obtain a competitive advantage and thus

achieve superior performance

One of the primary factors that can affect business performance is the organization’s

culture. An organization’s culture is the set of norms, beliefs, values, and practices that govern

the behaviour of the organization’s members. The culture of an organization can influences the

attitudes and behaviours of its employees and can shape the organization’s performance. For

example, an organization with a hierarchical culture may have trouble with implementing

change initiatives and may find it difficult to foster innovation.

Another factor that can affect business performance is the organization’s leadership.

Leaders play an important role in creating an environment that is conducive to change and

fostering innovation. Leaders must be able to effectively communicate their vision, provide

direction, and motivate their employees to act. Leaders must also be able to set a tone of

openness and transparency to ensure that all members of the organization are informed and

involved in change initiatives. The organizational structure of an organization can also affects

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business performance. The structure of an organization can influences the effectiveness of

change initiatives and the ability of the organization to respond to changes. Organizations with

rigid hierarchies may find it difficult to effectively implement change initiatives, while

organizations with more flexible structures may find it easier to respond to changes.

Finally, technology can also affect business performance. Technology can provide

organizations with new ways to deliver products and services, reach new customers, and

improve efficiency. However, it can also create challenges for organizations, such as increased

security risks and increased costs. Organizations must carefully evaluate the potential risks and

benefits of new technologies to ensure that the technology is used in a manner that is beneficial

to the organization.

2.3 The review on Kurt Lewin model of change management

Kurt Lewin is a renowned German American psychologist who developed the change

management model. The Lewin model is also known as the three-stage model of change. The

three-stage model of change is a very popular model of change management. The three-stage

model of change is used to bring about the changes in the organizational operations and

functions.

The Kurt Lewin Model of Change Management is a well-known and widely used

framework for managing change in businesses. The model was developed by Kurt Lewin, a

pioneer of social psychology, and was designed to help organizations identify, assess, and

manage change initiatives. The model consists of three stages: unfreezing, moving, and

refreezing. Each of these stages is designed to help organizations identify, assess, and manage

change initiatives and their effects on the business.

The three-stage model of change consists of three stages: unfreezing, changing, and

refreezing. The unfreezing stage is the first stage of the three-stage model of change. The

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unfreezing stage is used to prepare the organization for the change. The changing stage is the

second stage of the three-stage model of change (Burnes & Bargal, 2017). The changing stage

is used to implement the change. The refreezing stage is the third stage of the three-stage model

of change. The refreezing stage is used to consolidate the change. The three-stage model of

change is a very popular model of change management. The three-stage model of change is

used to bring about the changes in the organizational operations and functions. The three-stage

model of change consists of three stages: unfreezing, changing, and refreezing.

The need for change is growing in today’s organizations. The pressure to develop and

adopt new knowledge and new technology, to respond to the demands of clients, to adapt to

the changing needs of employees and to remain competitive in the global marketplace, is

increasing. Change management is a process that helps organizations in this transition. It is a

structured approach to transition individuals, teams and organizations from a current state to a

desired future state. Change management is the application of knowledge, skills, tools, and

techniques to a transition to ensure that changes are smoothly and successfully made to a

business process or system (Burnes & Bargal, 2017). Change management is a structured

approach to transition individuals, teams and organizations from a current state to a desired

future state (Farrell, 2018). Change management is the application of knowledge, skills, tools,

and techniques to a transition to ensure that changes are smoothly and successfully made to a

business process or system. The main objective of this research is to find out the impact of

organizational change on employees and how they adapt the changes. Change management is

a structured approach to transition individuals, teams and organizations from a current state to

a desired future state. Change management is the application of knowledge, skills, tools, and

techniques to a transition to ensure that changes are smoothly and successfully made to a

business process or system. The main objective of this research is to find out the impact of

organizational change on employees and how they adapt the changes.

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 One of the most prominent and widely accepted models of organizational change was

developed by Kurt Lewin in the early 1940s (Bennett, 2006). Lewin's model, often referred to

as unfreezing-change-freezing, emphasizes that change is a process that moves an organization

from its current state (the freeze) to a new, desired state (the unfreeze). For change to be

successful, Lewin believed that it must go through three distinct and, importantly, sequential

phases: unfreezing, changing, and refreezing. The unfreezing phase is when an organization is

prepared to change. This is when the current state is "unfrozen”, and the organization is ready

to move to a new state. Lewin believed that this phase is necessary for change to occur because

it is when the organization breaks down the current ways of doing things that are comfortable

and familiar. This phase is often the most difficult because it requires employees to let go of

the past and be open to new ways of doing things. The changing phase is when the actual

change occurs. This is when the organization implements the new ways of doing things that

were decided upon in the unfreezing phase. The changing phase can be difficult because it

requires employees to do things differently. They may be unfamiliar with the new ways of

doing things and may resist the change. The refreezing phase is when the new ways of doing

things become the new normal. This is when the organization "freezes" the new ways of doing

things in place so that they become the new status quo. The refreezing phase is important

because it ensures that the changes made in the changing phase are adopted and used by the

organization on a long-term basis.

2.4 Change management

Change is inevitable, and organizations must adapt to change in order to survive.

Organizational change can be defined as “the movement of an organization from one state of

affairs to another” (Burnes, 2017, p. 9). Organizational change can be caused by internal or

external factors. Internal factors include organizational culture, structure, and processes.

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External factors include technological change, economic change, and political change.

Organizational change can be either planned or unplanned. Planned change is initiated by the

organization in order to achieve specific goals. Unplanned change is initiated by events that

are outside of the organization’s control. Organizational change can be either planned or

unplanned. Planned change is initiated by the organization in order to achieve specific goals.

Unplanned change is initiated by events that are outside of the organization’s control. Change

management is a process that helps organizations in this transition (Burnes & Bargal, 2017). It

is a structured approach to transition individuals, teams and organizations from a current state

to a desired future state (Farrell, 2018). Change management is the application of knowledge,

skills, tools, and techniques to a transition to ensure that changes are smoothly and successfully

made to a business process or system. The main objective of this research is to find out the

impact of organizational change on employees and how they adapt the changes (Fullan &

Michael, 2019). Change management is a process that helps organizations in this transition. It

is a structured approach to transition individuals, teams and organizations from a current state

to a desired future state. Change management is the application of knowledge, skills, tools, and

techniques to a transition to ensure that changes are smoothly and successfully made to a

business process or system. The main objective of this research is to find out the impact of

organizational change on employees and how they adapt the changes.

2.4.1. Theories of change management

There are many different theories of change management. The most prominent theories

are the Lewin model of change, the Kotter model of change, and the ADKAR (Awareness,

Desire, Knowledge, Ability, and Reinforcement) model of change by Jeff Hiatt (Jeffrey M.

Hiatt) is an entrepreneur and author who created the ADKAR Model of Change. The model

derived from research he performed and is additionally presented in his book ‘ADKAR: a

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model for change in business, government, and our community. The Lewin model of change

is a three-step process that includes unfreezing, changing, and refreezing. The Kotter model of

change is an eight-step process that includes creating a sense of urgency, creating a guiding

coalition, developing a vision and strategy, communicating the change vision, empowering

broad-based action, generating short-term wins, consolidating gains and producing more

change, and institutionalizing new approaches. The ADKAR model of change is a five-step

process that includes awareness, desire, knowledge, ability, and reinforcement (Burnes &

Bargal, 2017).

Unfreezing is the first step in the Lewin model of change. It is the process of creating a

dissatisfaction with the current state. This can be done by creating a sense of urgency, by

challenging the status quo, or by creating a vision for the future. Changing is the second step

in the Lewin model of change. It is the process of moving from the current state to the desired

future state. This can be done by developing a plan of action, by implementing the plan, or by

making the change permanent. Refreezing is the third step in the Lewin model of change. It is

the process of making the change permanent. This can be done by institutionalizing the change,

by creating a new equilibrium, or by reinforcing the change (Burnes & Bargal, 2017). The

Kotter model of change The Kotter model of change is an eight-step process that includes

creating a sense of urgency, creating a guiding coalition, developing a vision and strategy,

communicating the change vision, empowering broad-based action, generating short-term

wins, consolidating gains and producing more change, and institutionalizing new approaches.

Creating a sense of urgency is the first step in the Kotter model of change. It is the process of

creating a sense of urgency about the need for change. This can be done by communicating the

need for change, by demonstrating the urgency of change, or by inspiring others to act (Fullan

& Michael, 2019). Creating a guiding coalition is the second step in the Kotter model of change.

It is the process of creating a team of people to lead the change effort (Farrell, 2018). This team

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should be diverse, should have the ability to influence others, and should be committed to the

change. Developing a vision and strategy is the third step in the Kotter model of change. It is

the process of developing a shared vision of the future and a strategy for how to get there. This

shared vision should be inspiring, should be achievable, and should be aligned with the

organization’s values. Communicating the change vision is the fourth step in the Kotter model

of change. It is the process of communicating the change vision to all members of the

organization. This communication should be clear, should be concise, and should be repeated

often. Empowering broad-based action is the fifth step in the Kotter model of change. It is the

process of giving employees the power to make decisions and act. This can be done by

removing barriers to change, by empowering employees to act, or by providing resources to

support change. Generating short-term wins is the sixth step in the Kotter model of change. It

is the process of generating short-term wins to build momentum for change. This can be done

by setting goals, by measuring progress, or by celebrating wins. Consolidating gains and

producing more change is the seventh step in the Kotter model of change (Fullan & Michael,

2019). It is the process of consolidating the gains made and producing more change. This can

be done by institutionalizing new approaches, by continuing to communicate the change vision,

or by sustaining momentum. Institutionalizing new approaches is the eighth and final step in

the Kotter model of change. It is the process of making the new approaches permanent. This

can be done by embedding the new approaches in the culture, by making the new approaches

the new norm, or by rewarding employees for using the new approaches. The ADKAR model

of change The ADKAR model of change is a five-step process that includes awareness, desire,

knowledge, ability, and reinforcement. Awareness is the first step in the ADKAR model of

change. It is the process of creating awareness of the need for change. This can be done by

communicating the need for change, by demonstrating the urgency of change, or by inspiring

others to act. Desire is the second step in the ADKAR model of change. It is the process of

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creating a desire to change (Farrell, 2018). This can be done by creating a sense of urgency, by

challenging the status quo, or by creating a vision for the future. Knowledge is the third step in

the ADKAR model of change. It is the process of acquiring the knowledge and skills necessary

to change. This can be done by training employees, by providing resources, or by mentoring

employees. Ability is the fourth step in the ADKAR model of change. It is the process of

developing the ability to change. This can be done by removing barriers to change, by

empowering employees to act, or by providing resources to support change. Reinforcement is

the fifth and final step in the ADKAR model of change. It is the process of reinforcing the

change. This can be done by setting goals, by measuring progress, or by celebrating wins.

Theories of change management (TCM) according to Farrell (2018) provide a

framework for thinking about how change happens. TCM is increasingly being used in the

public and non-profit sectors as a tool for planning, implementing, and evaluating programs

and initiatives. There are a variety of different TCM approaches, each with its own strengths

and weaknesses. The most used TCMs are the linear-causal model according to Farrell (2018),

the complex adaptive systems model, the appreciative inquiry model, and the social-ecological

model. The linear-causal model is the most traditional and well-understood TCM. It posits that

change happens in a linear, cause-and-effect fashion. This model is often used in program

evaluation, as it allows for the isolation and measurement of specific programmatic factors.

However, the linear-causal model has several limitations. First, it assumes that change is a

unidirectional process, when change is often bidirectional. Second, it assumes that change

happens in a vacuum, without considering the complex web of relationships in which change

takes place. Finally, the linear-causal model does not always account for the role of chance or

luck in the change process. The complex adaptive systems model is a more recent TCM that

attempts to address some of the limitations of the linear-causal model. This model posits that

change happens in a complex, nonlinear fashion. It acknowledges the importance of feedback

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loops according to Farrell (2018), multiple causation, and other factors that make change

difficult to predict and control. The complex adaptive systems model is often used in

organizational change initiatives, as it provides a framework for understanding the complex

interactions that take place during periods of change. However, the model has several

limitations. First, it is difficult to operationalize, making it difficult to use in program

evaluation. Second, it does not always account for the role of human agency in the change

process. Finally, the complex adaptive systems model does not always provide clear guidance

on how to bring about desired changes.

The appreciative inquiry model is a strength based TCM that focuses on the positive

aspects of change. This model according to Farrell (2018) posits that change happens best when

it is approached from a place of appreciation and positive regard. The appreciative inquiry

model is often used in organizational change initiatives, as it provides a framework for thinking

about change that is based on strengths rather than deficits. However, the appreciative inquiry

model has several limitations. First, it can be difficult to operationalize, making it difficult to

use in program evaluation. Second, it does not always account for the role of human agency in

the change process. Finally, the appreciative inquiry model does not always provide clear

guidance on how to bring about desired changes. According to Farrell (2018), the social-

ecological model is a systems-based TCM that focuses on the interactions between individuals

and their social and physical environments. This model posits that change happens best when

it is approached from a systems perspective. The social-ecological model is often used in

organizational change initiatives, as it provides a framework for thinking about change that

considers the complex web of relationships in which change takes place. However, the social-

ecological model has several limitations. First, it can be difficult to operationalize, making it

difficult to use in program evaluation. Second, it does not always account for the role of human

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agency in the change process. Finally, the social-ecological model does not always provide

clear guidance on how to bring about desired changes.

2.4.2. Change management strategies

There are many different change management strategies. The most common change

management strategies are top-down change, bottom-up change, middle-out change, and

whole-system change. Top-down change is a change management strategy that is initiated and

led by senior management. Bottom-up change is a change management strategy that is initiated

and led by employees. Middle-out change is a change management strategy that is initiated and

led by middle managers (Burnes & Bargal, 2017). Whole-system change is a change

management strategy that is initiated and led by the entire organization. Each of these change

management strategies has its own advantages and disadvantages. Top-down change is the

most common change management strategy. It is the most efficient change management

strategy, and it is the most likely to be successful. However, top-down change can be perceived

as autocratic, and it can be resisted by employees. Bottom-up change is the least common

change management strategy. It is the least efficient change management strategy, and it is the

least likely to be successful. However, bottom-up change can be perceived as participative, and

it can be supported by employees. Middle-out change is a change management strategy that is

somewhere in between top-down change and bottom-up change. It is more efficient than

bottom-up change and it is more likely to be successful than top-down change. However,

middle-out change can be perceived as autocratic, and it can be resisted by employees (Farrell,

2018). Whole-system change is the most radical change management strategy. It is the least

efficient change management strategy, and it is the least likely to be successful. However,

whole-system change can be perceived as participative, and it can be supported by employees.

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 Kurt Lewin's model is one of the most popular and influential theories in social science.

Lewin (1951) proposed that behaviour is a function of both the person and their environment.

In other words, behaviour is determined by both individual characteristics and the situation in

which the behaviour takes place. The model has been used to explain a wide variety of social

phenomena, including organizational change. Lewin's model suggests that there are three

essential elements to successful change: unfreezing, changing, and refreezing. "Unfreezing"

refers to the process of creating the motivation and conditions necessary for change.

"Changing" is the actual process of implementing the desired change. And "refreezing" is the

process of ensuring that the change sticks, by creating new norms and behaviours that support

the change. Lewin's model has been used to explain how organizations can successfully

implement change. In particular, the model suggests that change must be carefully planned and

implemented in stages. Change also requires the involvement and buy-in of all stakeholders.

Without these elements, change is likely to be unsuccessful.

Kurt Lewin's model of change has been widely influential in the field of organizational

development. Lewin's model describes the process of change as occurring in three distinct

stages: unfreezing, changing, and refreezing. In the unfreezing stage, people are motivated to

change by a sense of dissatisfaction with the status quo. In the changing stage, people actively

engage in new behaviours and ways of thinking. In the refreezing stage, people consolidate

their new behaviours and ways of thinking, and make them a part of their habitual ways of

operating. Lewin's model has been criticized for its linearity and for its lack of attention to the

role of power in the change process. However, it remains a valuable framework for

understanding how change occurs. The literature on change management strategies is vast.

However, a few key themes emerge. First, it is important to create a sense of urgency for

change. Second, it is important to build a consensus around the need for change. Third, it is

important to have a clear and compelling vision for the future. Fourth, it is important to have a

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plan for implementing change. Fifth, it is important to communicate the change plan

effectively. Sixth, it is important to build commitment to the change plan. Seventh, it is

important to monitor progress and adjust the change plan as needed. Eighth, it is important to

celebrate successes and learn from failures. The above themes are consistent with Lewin's

model of change. Creating a sense of urgency, building consensus, and having a clear vision

are all part of the unfreezing stage. Communicating the change plan and building commitment

are part of the changing stage. Monitoring progress and adjusting are part of the refreezing

stage. There is no one-size-fits-all approach to change management. The approach that is most

effective will depend on the specific situation. However, the above themes provide a useful

framework for thinking about change management strategies.

2.4.3. Change management tools and techniques

There are many different change management tools and techniques. The most common

change management tools and techniques are change management plans, change management

teams, change management communication plans, and change management training. Change

management plans are documents that describe the steps that need to be taken in order to

successfully implement a change (Fullan & Michael, 2019). Change management teams are

teams of people who are responsible for leading and coordinating the change effort. Change

management communication plans are plans that describe how information will be

communicated to all members of the organization (Farrell, 2018). Change management training

is training that is designed to help employees understand and adapt to the change.

Kurt Lewin's Change Management Model is a three-stage process that provides a

framework for implementing change in organizations. The unfreezing stage is designed to

create the motivation for change, the moving stage is designed to implement the change, and

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the refreezing stage is designed to make the change permanent. Lewin's model is widely used

in the business world and has been found to be effective in a variety of industries.

Kurt Lewin's Change Management Model, also known as Unfreeze-Change-Refreeze,

is a tool that can be used to effect change within organizations (Lewin, 1951). The model has

three steps: unfreezing, changing, and refreezing. Unfreezing is the first step and involves

creating a sense of dissatisfaction with the current situation. This can be done by

communicating the need for change, as well as the benefits of change. Changing is the second

step and involves making the changes. This can be done by implementing new policies,

procedures, or processes. Refreezing is the third step and involves consolidating the changes

and ensuring that they become the new norm. This can be done by providing training and

support to employees, as well as monitoring and evaluating the results of the changes. The

Change Management Model can be used to effect change in any organization, but it is

particularly well-suited for organizations that are experiencing change. It is a flexible model

that can be adapted to the specific needs of the organization.

Kurt Lewin is known as the father of social psychology. He created the change

management model, which is widely used in social and behavioural sciences. The model is

based on Lewin's three-stage theory of change, which states that all change is a process that

goes through three distinct and predictable stages: unfreezing, changing, and refreezing. The

model is designed to help individuals and organizations navigate the change process by

understanding the three stages of change and the actions that need to be taken in each stage.

The unfreezing stage is when individuals or organizations first recognize that a change is

needed. This is often a time of confusion and chaos as people try to make sense of the new

situation. The second stage, changing, is when individuals or organizations make the changes.

This is often a time of upheaval and turmoil as people adapt to the new situation. The third

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stage, refreezing, is when individuals or organizations solidify the changes and make them part

of their new way of doing things. This is often a time of stability and order as people learn to

live with the new situation. The change management model is a helpful tool for individuals and

organizations who are going through a change. It can help to identify the stage of change that

a person or organization is in and the actions that need to be taken in each stage.

2.4.4. Change management skills

There are many different change management skills. The most important change

management skills are communication skills, problem-solving skills, and interpersonal skills.

Communication skills are the ability to effectively communicate information. Problem-solving

skills are the ability to identify and solve problems. Interpersonal skills are the ability to

effectively interact with others.

Communication has been recognized as a relevant dimension to the success of

organizational change, and it is considered important in building change readiness, reducing

uncertainty, and as a key factor in gaining commitment. Communication within the context of

change has been seen to inform, involve and even motivate collaborators to participate in the

change process wholeheartedly. The connection between communications and organizational

change has been attracting increasing interest from scholars and practitioners during the last

decade. Several of them have emphasized the important role of communications in change

processes, and according to some of them, communications and organizational change are

inextricably linked processes. It can be easily found, throughout the literature review, that

change is a communicative challenge, or in another similar view, that change implementation

is primarily a communication problem. Communication processes are inherently a part of the

implementation activities.

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 Frahm and Brown applied Kent and Taylors‟ five Principles of Dialogic

Communication to Public Relations to an organizational change setting, and by means of

comparisons between two organizations immersed in incremental change processes they

established a starting point for further investigations. They studied the impact of change

communication on change receptivity. The study employed a mixed methodology of surveys,

participant observation, focus groups, and document analysis.

2.4.5. Change management best practices

There are many different change management best practices. The most common change

management best practices are to involve employees in the change process, to communicate

the change to all members of the organization, to provide training and support to employees,

and to measure and evaluate the results of the change. Kurt Lewin is known as the father of

social psychology and his research in the area of group dynamics laid the foundation for much

of the work that has been done in the field of organizational change. Lewin's model of change,

which is also known as unfreezing-change-refreezing, is a three-stage process that is designed

to bring about change in organizations. The model states that organizations must first unfreeze,

or loosen the existing structure and culture, before they can change, or implement new ideas

and practices. Once the change has been made, the organization must refreeze, or solidify the

new structure and culture. The unfreezing stage of Lewin's model is designed to loosen the

existing structure and culture so that change can take place. This stage involves creating a sense

of dissatisfaction with the status quo and developing a vision for change. The change stage is

when the actual change takes place. This stage involves implementing the new ideas and

practices. The final stage, refreezing, is when the new structure and culture are solidified.

Kurt Lewin's model of change has been widely influential in both the academic and

practitioner worlds (Buchanan & Badham, 1999). Lewin proposed that change happens in three

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distinct stages: unfreezing, changing, and refreezing (Lewin, 1951). In the unfreezing stage,

people are motivated to change by a sense of dissatisfaction with the status quo. In the changing

stage, people experiment with new ways of doing things and learn new behaviours. In the

refreezing stage, people consolidate the new behaviours into their everyday lives. Lewin's

model has been found to be particularly relevant in the context of organizational change

(Buchanan & Badham, 1999). Organizational change is a complex process, and Lewin's model

provides a helpful framework for understanding it. The model has been used to understand and

manage a variety of organizational changes, including changes in structure, culture, strategy,

and technology. The model has been criticized for its linearity and for its lack of attention to

the role of power in organizational change (Buchanan & Badham, 1999). However, it remains

a useful tool for understanding and managing change in organizations.

2.4.6. Change management challenges

There are many different change management challenges. The most common change

management challenges are resistance to change, lack of employee involvement, lack of

communication, and lack of resources. Resistance to change is the most common change

management challenge. It is the most difficult challenge to overcome, and it can cause the

failure of a change effort (Burnes & Bargal, 2017). Lack of employee involvement is the second

most common change management challenge. It can cause the failure of a change effort and it

can lead to employee turnover. Lack of communication is the third most common change

management challenge. It can cause the failure of a change effort and it can lead to

misunderstanding and conflict. Lack of resources is the fourth most common change

management challenge. It can cause the failure of a change effort and it can lead to delays in

the implementation of the change.

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 In his 1943 paper "A dynamic theory of personality", Kurt Lewin proposed that human

personality could be understood in terms of three essential psychological forces: drive,

structure and self-image (Burnes & Bargal, 2017). According to Lewin, these forces are always

in conflict with one another, which gives rise to the dynamic and ever-changing nature of

human personality. Since its inception, Lewin's theory has been widely influential in the field

of psychology, particularly in the areas of social psychology and organizational behaviour.

Despite its popularity, however, the theory has come under criticism in recent years for its lack

of scientific rigor and its failure to address some of the most important aspects of human

personality. One of the most significant criticisms of Lewin's theory is that it does not

adequately explain how people change over time. The theory fails to consider the role of

learning and development in personality change, instead suggesting that personality is

primarily shaped by the forces of drive, structure and self-image (Burnes & Bargal, 2017). This

criticism is particularly relevant in the context of change management, where understanding

how people change is essential to successfully implementing organizational change. In

addition, Lewin's theory does not address the role of emotions in human personality. Emotions

are known to play a significant role in shaping our behaviour, yet they are not given any

attention in Lewin's theory.

Finally, the theory does not adequately explain why some people are more resistant to

change than others. This is a crucial issue in change management, as resistance to change is

one of the most common obstacles to successful organizational change. Despite its

shortcomings, Lewin's theory of personality provides a useful starting point for understanding

the complex nature of human personality. It is important to remember, however, that the theory

is not without its critics and should be used in conjunction with other psychological theories in

order to gain a more comprehensive understanding of human personality.

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2.4.7. Change management methodologies

There are many different change management methodologies. The most common

change management methodologies are the Lewin model of change, the Kotter model of

change, and the ADKAR model of change. The Lewin model of change is a three-step process

that includes unfreezing, changing, and refreezing (Burnes & Bargal, 2017). The Kotter model

of change is an eight-step process that includes creating a sense of urgency, creating a guiding

coalition, developing a vision and strategy, communicating the change vision, empowering

broad-based action, generating short-term wins, consolidating gains and producing more

change, and institutionalizing new approaches (Fullan & Michael, 2019). The ADKAR model

of change is a five-step process that includes.

In the early 1940s, Kurt Lewin, a German-born social psychologist, developed a model

of change that has become one of the most influential in the field of organizational behaviour.

Lewin's model, often referred to as the "force-field model," posits that change is a function of

the interplay between two opposing forces: those that drive change and those that resist it. Over

the years, Lewin's model has been expanded and refined by other researchers, and it remains a

popular framework for understanding and managing organizational change. In Lewin's original

formulation, the force driving change is referred to as "unfreezing." This force represents the

dissatisfaction with the status quo that motivates people to change (Fullan & Michael, 2019).

The force resisting change is called "freezing." This force represents the comfort people feel

with the status quo and their resistance to change. The interplay between these two forces

determines whether change will occur and, if so, how it will occur. There are three primary

ways in which change can occur, according to Lewin's model. The first is called "changing the

current equilibrium." This type of change occurs when the forces driving change are strong

enough to overcome the forces resisting change. The second type of change is called”

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 Kurt Lewin is a renowned psychologist who developed a change management model

that is widely used in the business world (Fullan & Michael, 2019). His model, known as the

Lewin's Change Management Model, is one of the most popular and effective models for

managing change. The model consists of three steps: unfreezing, changing, and refreezing. The

first step, unfreezing, is designed to help individuals and organizations become more open to

change. This is done by creating a sense of dissatisfaction with the current situation and by

providing a vision of a better future. The second step, changing, is when the actual change takes

place. This is where individuals and organizations learn new ways of doing things and make

the necessary changes to their behaviour. The third step, refreezing, is when the changes are

consolidated and made permanent. This is done by reinforcing the new behaviour and making

sure that it becomes the new norm. The Lewin's Change Management Model is a very popular

and effective model for managing change. However, it is important to note that this model is

not without its criticisms. Some people have argued that the model is too simplistic and does

not consider the complexity.

2.5 The Concept of Adaptation

The concept of adaptation has been variously defined by different scholars. For

example, adaptation has been defined as “the process of adjusting to new conditions” (Dixon,

2006, p. 2). Similarly, adaptation has been defined as “the process of adjusting to new or

changing conditions” (Folger & Poole, 2000, p. 4). These definitions suggest that adaptation is

a process of adjustment that occurs in response to new or changing conditions. However, while

the concept of adaptation has been variously defined, there is no consensus on what constitutes

adaptation. For some scholars, adaptation is a process of adjustment that occurs in response to

environmental change (Dixon, 2006; Folger & Poole, 2000). For others, adaptation is a process

of adjustment that occurs in response to internal change (Easterby-Smith & Araujo, 1999). Still

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others have argued that adaptation is a process of adjustment that occurs in response to both

internal and external change (Burns & Stalker, 1961). The lack of consensus on the concept of

adaptation is further compounded by the fact that there is no agreed upon typology of

adaptation. For example, some scholars have argued that there are three types of adaptation:

technical adaptation, organizational adaptation, and ecological adaptation (Dixon, 2006).

Others have argued that there are four types of adaptation: technical adaptation, organizational

adaptation, institutional adaptation, and cultural adaptation (Folger & Poole, 2000). Still others

have argued that there are five types of adaptation: technical adaptation, organizational

adaptation, institutional adaptation, economic adaptation, and social adaptation (Easterby-

Smith & Araujo, 1999). The lack of consensus on the concept of adaptation has led some

scholars to argue that the concept is “nebulous” and “not particularly useful” (Easterby-Smith

& Araujo, 1999, p. 5). However, despite the lack of consensus on the concept of adaptation,

the literature on adaptation has grown significantly in recent years, with several scholars

conducting empirical research on the topic.

2.5.1. Approaches to Change Management

There are several different approaches to change management. The most common

approaches are those based on the work of Kurt Lewin (1951), John Kotter (1995), and William

Bridges (1991). The Lewin approach to change management is based on the three-stage model

of change, which consists of unfreezing, changing, and refreezing (1951). The Kotter approach

to change management is based on the eight-stage model of change, which consists of creating

a sense of urgency, forming a guiding coalition, developing a strategic vision and initiatives,

communicating the change vision, empowering employees for broad-based action, generating

short-term wins, consolidating gains and producing more change, and institutionalizing new

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approaches (1995). The Bridges approach to change management is based on the three-stage

model of change, which consists of endings, transitions, and new beginnings (1991).

2.6 Conceptual framework

Fig. 1. Model of organizational change shows the Kurt Lewin’s three steps model: Note: The

arrows show different stages of Kurt Lewin’s three steps model and not the relationship

between variables.

The conceptual framework of this study encompasses the factors that contribute to the

GLCs performance. These factors include leadership styles, organizational culture,

organizational structure, communication, technology, and human resource management. The

model of change management proposed by Lewin is used to understand how these factors

influence GLCs performance. The model includes three components that describe how GLCs

can use change management to improve their performance:

1)Unfreezing: This step involves unlearning old behaviours and attitudes that may be hindering

GLCs performance. This step is important to create a positive environment in which change

can occur.

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2)Changing: This step involves learning new behaviours and attitudes that will help improve

GLCs performance. This step is important to develop an effective change management plan.

3)Refreezing: This step involves consolidating the new behaviours and attitudes that have been

developed. This step is important to ensure that the new behaviours and attitudes are integrated

into the GLCs organizational culture.

The Kurt Lewin model of change management is based on the three-stage model of

change, which consists of unfreezing, changing, and refreezing (1951). The three stages of the

Lewin model are described in detail below. The first stage of the Lewin model is unfreezing.

This stage involves creating a sense of dissatisfaction with the current situation. This can be

done by raising awareness of the gap between the current state and the desired state, or by

increasing the sense of urgency to change. Once a sense of dissatisfaction has been created, the

second stage of the Lewin model, changing, can begin. The second stage of the Lewin model

is changing. This stage involves developing and implementing a plan to change from the

current state to the desired state. This plan should be based on a clear understanding of the

causes of the current state and the desired state. Once the plan has been developed and

implemented, the third stage of the Lewin model, refreezing, can begin. The third stage of the

Lewin model is refreezing. This stage involves consolidating the change by making it

permanent. This can be done by creating new habits and behaviours, or by institutionalising

the change. Once the change has been consolidated, the Lewin model is complete.

The Lewin model, also known as unfreezing-change-freezing, is a three-stage model of

change that was first proposed by Kurt Lewin in the early 1940s (cf. Lewin, Lippitt & White,

1939). The model is based on the idea that change is a process that begins with a pre-existing

state or condition (the "unfreezing" stage), proceeds through a period of transition (the

"change" stage), and ends with a new state or condition (the "freezing" stage). The first stage

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of the Lewin model is the "unfreezing" stage, which is concerned with creating the motivation

and conditions necessary for change. This stage typically involves creating a sense of

dissatisfaction with the current situation /and may involve such things as communicating the

need for change, providing training and education on the proposed changes, and developing a

support system for those who will be affected by the changes. The second stage of the Lewin

model is the "change" stage, which is concerned with implementing the actual changes. This

stage typically involves setting up the new structure or system, providing resources and support

for those who will be using it, and monitoring and evaluating the results of the change. The

third stage of the Lewin model is the "freezing" stage, which is concerned with consolidating

the changes and making them permanent. This stage typically involves institutionalizing the

new structure or system, providing ongoing support and training, and ensuring that the benefits

of the change are sustained over time. The Lewin model is a useful framework for

understanding and managing the process of change. However, it should be noted that the model

is not intended to be a prescriptive or definitive guide to change management; rather, it is meant

to be a flexible tool that can be adapted to the specific needs of any given situation.

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 CHAPTER 3: METHODOLOGY

3.1 Research theoretical framework

The scope of the study will be to examine how adaptation to change management can

be facilitated using the Kurt Lewin model of change management. The study will review the

literature on adaptation and change management and will then apply the Kurt Lewin model of

change management to a case study of an organization that has undergone a change

management process. The study will conclude with a discussion of the findings and their

implications for organizational change management. A total of 120 GLCs will be surveyed

using a structured questionnaire. The data will be analysed using SPSS and AMOS. The results

of this study will contribute to our understanding of the effectiveness of Lewin’s model of

change management and provide insights on how the model can be further improved.

There are many ways to approach change management, and no single approach is right

for every organization. The key is to find an approach that fits the culture and goals of the

organization. A few popular approaches to change management include:

1. Theories of change: These theories address the questions of how and why people

change. They can be used to help organizations understand the change process and

develop strategies for managing it.

2. Models of change: These models provide a framework for understanding and

managing the change process. They can be used to plan and implement change

initiatives, track progress, and assess results.

3. Tools and techniques: These are the practical tools and techniques that can be used

to support change management. They include things like project management, change

management software, and change management training.

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 4. Best practices: These are proven approaches to change management that have been

successful in other organizations. Organizations can learn from these best practices and

adapt them to their own needs.

Proposed theoretical framework:

3.2 Hypotheses development

Based on the literature review, it is hypothesized that adaptation on change management

is a necessary and beneficial process for individuals and organizations. The Kurt Lewin model

of change management is an effective tool for managing change and helps individuals and

organizations to adapt to change.

The study will focus on the adaptation of change management in relation to the Kurt

Lewin model of change management. The study will specifically look at how organisations

adapt their change management processes in order to be more effective.

Based on the above research conceptual framework, these are the hypothesis developed.

H1: GLCs that have implemented Kurt Lewin’s model of change management will show

improved performance in terms of profitability and efficiency.

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H2: GLCs with more experienced and knowledgeable management teams will have better

performance when applying Kurt Lewin’s model of change management.

3.3 Research Design

The research methodology used in this study is quantitative with Kurt Lewin model of

change management being independent variable and GLC performance as dependent variable.

The study will use the survey method to collect data from employees of the Government Linked

Corporation (GLC) companies randomly. The study will use a 5-point Likert scale to measure

employees' perceptions of change management in the organization. A total of 120 employees

will be surveyed. The research design used in this study was a survey done previously on

Malaysian Institute of Management (MIM). The quantitative analysis is suitable in this study

because the research was carried out by observing the change management plan. The research

and finding have been widely used in the field of organizational change and development, as

well as its application to industrial organizations (Yin, 2003). The research design of this

research involves non-random sampling from employees with various group of job positions,

social status, age group, and years of working experience.

In this study, the researchers have conducted a thorough literature review on the change

management and its relationship with Kurt Lewin model of change management (Burnes &

Bargal, 2017). The researchers have also conducted an in-depth interview with the three

employees in the company who have been involved in the change management plan. The study

aims to analyse the concept or the importance of change management and the need to adapt

them in the business (Farrell, 2018). The study will use the qualitative and quantitative method

of research as discussed in the literature review. The study will be done by conducting the

interviews and surveys to analyse the concept of change management.

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3.4 Operational definition/measurement of variable/instrumentation

The operational definition of adaptation is the process of adjusting to new situations or

environments. The measure of adaptation is the ability to cope with or adjust to new situations.

The instrumentation of adaptation is the ability to change one's behaviour or responses to new

situations. The Kurt Lewin model of change management is a three-step process that includes

unfreezing, changing, and refreezing.

The control group is the group of participants who do not experience the change that is

being studied. The experimental group is the group of participants who experience the change

that is being studied. The dependent variable is the variable that is being measured. The

independent variable is the variable that is being manipulated. The constant is the variable that

remains the same.

Kurt Lewin model of change management is a three-stage model that describes the

process of change in a systematic and logical manner. The three stages in the model are

unfreezing, changing and refreezing. The model is named after Kurt Lewin, who originally

developed it in the 1940s. The model is deceptively simple, but it is a powerful tool for

understanding and managing the change process. The model is widely used in businesses,

government agencies and other organizations to help them plan and implement changes. The

unfreezing stage is when the organization or individual recognizes that a change is necessary.

This is often a difficult stage, as it requires people to let go of their current way of doing things

and to be open to new ideas. The changing stage is when the actual change takes place. This is

usually the most difficult and challenging stage, as it requires people to learn new skills and to

adapt to new situations. The refreezing stage is when the change is consolidated and becomes

the new norm. This is the stage when people have fully accepted the change and are

comfortable with it. The Kurt Lewin model of change management is a useful tool for

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understanding and managing the change process. However, it is important to remember that

change is a complex and dynamic process, and that no model can capture all the complexities

of change.

3.5 Data Collection

This study used a quantitative research design. The research design is the overall

strategy that you choose to integrate the different components of the study in a coherent and

logical way, thereby, ensuring you will effectively address the research problem; it constitutes

the blueprint for the collection, measurement, and analysis of data. The choice of a quantitative

research design is appropriate for this study because it will allow the researcher to collect data

that can be analysed using statistical methods. A Descriptive survey research design was

adopted for this study. This design was deemed appropriate for this study as it will help the

researcher to gather data at a particular point in time with the intention of describing the nature

of the existing conditions. The target population for this study included all the GLC’s senior

staff working in headquarters and branch offices. A sample was taken from the directors,

managers, and officers by use of a formula by Nassiuma (2009) for estimating a sample size,

n, from a known population size, N. From the calculations a sample of 120 respondents was

obtained. Data was collected by use of a questionnaire. Data was processed and analysed by

use of descriptive statistics and inferential statistics. The findings were presented in tables

accompanied by relevant discussions

This study used a survey to collect data from employees of the organization. The survey

contained questions about employees’ perceptions of change management in the organization

and their experiences with change. The survey was distributed to employees through the

organization’s intranet. In total, 30 employees completed the survey. The researchers also

observed the change management plan by observing the change management process and the

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changes in the company. There are four phases of change management, which are initiation,

planning, implementation and evaluation. The researchers observed the change management

process in order to find out the application of Kurt Lewin model of change management.

The study will use the non-random sampling method of convenience to interview the

employees of the company. The study will take in the interviews from the employees of the

company in order to understand the importance of the change management and its need to be

adopted in the company. The study will be conducted by conducting the interviews and surveys

from the employees of the company. The study will use the questionnaire for the collecting

data from the employees (Farrell, 2018). The study will use the surveys as the primary source

of data collection. The study will use the secondary data from the secondary sources in order

to analyse the concept of change management.

3.6 Data sampling and Analysis

The data collected from the in-depth interview and observation were analysed by using

the content analysis method. Content analysis is a method of analysing data to identify patterns,

themes and relationships. In this study, content analysis was used to identify patterns, themes

and relationships in the data. The study will use the qualitative and quantitative data analysis

techniques. The study will use the qualitative data analysis techniques like content analysis,

coding and categorizing. The study will use the quantitative data analysis techniques like

regression, ANOVA, t-test and chi-square (Burnes & Bargal, 2017). The study will use the

SPSS software for the analysis of the data collected through the surveys. The study will use the

content analysis technique to analyse the primary data collected through the interviews and

surveys. The study will use the coding and categorizing technique to analyse the secondary

data. The data collected through the survey were analysed using descriptive statistics.

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Descriptive statistics were used to summarize the data and to provide a general overview of

employees’ perceptions of change management in the organization.

3.7 Data collection procedure

The study was conducted through a review of the literature on adaptation on change

management and the Kurt Lewin model of change management. In addition, data were

collected from a variety of sources, including scholarly articles, books, and websites. The study

collected data on adaptation on change management and the review on Kurt Lewin model of

change management from a variety of sources. The sources included books, journal articles,

websites, and other online resources. The data were then analysed and synthesized to form the

findings of the study.

3.8 Technique of data analysis to be used

The data analysis technique that will be used for this research is the comparative

analysis. This technique will be used to compare the two different models of change

management, in order to determine the effectiveness of each model. In addition, the

comparative analysis will also be used to identify the key similarities and differences between

the two models. The data analysis technique that will be used for adaptation on change

management and the review on Kurt Lewin model of change management is the comparative

analysis. This technique will help in understanding the differences and similarities between the

two concepts. It will also help in identifying the areas where change is needed and the areas

where the Kurt Lewin model is more effective.

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