Abstract:
Purpose ¿ This paper introduces a contemporary model developed by a Sydney-based consulting firm, ChangeTracking Research. The model was developed through an initial survey of 146 companies based in 27 countries. Design/methodology/approach ¿ The authors present a change development model which uses Hofstede's work as a foundation for understanding cross-cultural differences in organizations from across the world and how that affects change management in these cultures. The model is informed by initial surveys of employees from 27 nationalities in 146 companies working in a variety of industries. Findings ¿ The paper presents a model that identifies six key drivers arising from different cultural dimensions that determine success in change management projects. Practical implications ¿ The model developed in this paper introduces new knowledge of the cross-cultural dynamics in change management projects which would prove useful to change managers throughout the world.
