Change Management Literature

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Introduction

In a fast-moving and unpredictable world, change is an ever-persisting feature of an organisational life and successfully managing this change is crucial for the survival of the organisation. These changes can come in all shapes and sizes, but how organisations deal and approach these changes is what counts towards the success or failure of their company. This can, sometimes, involve with organisations having to move away from their preferred mode of managing change (Bamford and Forrester, 2003). In the change management literature, there is constant argument with regards to the most suitable approach to changing organisations. This paper, however, will focus on the perspective of planned change. Planned change has influenced the ideology and implementation of change management for the past 50 years and is based to a large extent on the work of Kurt Lewin (1958). A great example that relates with the former mentioned ideas will be the case of Nike, Inc. This paper is a critical evaluation on Nike and how its incorporation of corporate social responsibility was essential for its survival.

The case study: Nike, Inc.

Established in 1964 through a total investment of only $1000, by Phil Knight and Bill Bowerman, Nike, Inc., then called Blue Ribbon Sports (BLS) has advanced tremendously to become the world figurehead in the design, distribution and marketing of athletic footwear. As Locke (2003) explains, Nike’s business model was based on outsourcing shoe
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