Abstract
Kotter's (1995) eight-step model as an analytical framework, it explores how NET, a meta-organization leading CE transformation in the humanitarian sector, orchestrates sector-wide change. The study provides empirical evidence on the contextual change process and strategies to overcome resistance.
Design/methodology/approach
An embedded case study is applied, analyzing data from interviews, documents and workshops within NET's team and network. Kotter's model was adapted to assess CE implementation from a firm-centric change perspective.
Findings
Key mechanisms for driving CE adoption in HOs were identified, including framing CE as a crucial factor for organizational survival to create urgency. It expands Kotter's model by incorporating donor influence as both a driver and potential barrier to change. Findings also highlight how CE change differs from linear economy practices, requiring cross-organizational collaboration and funding mechanisms.
Research limitations/implications
This study provides a time-sensitive snapshot of CE change within a specific meta-organization, in an under researched area.
Practical implications
The findings demonstrate how meta-organizations can apply and adapt Kotter's model to drive sector-wide CE adoption. They provide empirical evidence on how change management can be conducted at sectoral level and offer transferable insights for other temporary sectors such as construction, gaming, event planning, and product development.
Originality/value
The study uncovers novel insights into creating urgency for CE change in humanitarian settings. It also revises Kotter's model by integrating external factors, particularly the role of donors who can act as both catalysts and obstacles in the change process.
Design/methodology/approach
An embedded case study is applied, analyzing data from interviews, documents and workshops within NET's team and network. Kotter's model was adapted to assess CE implementation from a firm-centric change perspective.
Findings
Key mechanisms for driving CE adoption in HOs were identified, including framing CE as a crucial factor for organizational survival to create urgency. It expands Kotter's model by incorporating donor influence as both a driver and potential barrier to change. Findings also highlight how CE change differs from linear economy practices, requiring cross-organizational collaboration and funding mechanisms.
Research limitations/implications
This study provides a time-sensitive snapshot of CE change within a specific meta-organization, in an under researched area.
Practical implications
The findings demonstrate how meta-organizations can apply and adapt Kotter's model to drive sector-wide CE adoption. They provide empirical evidence on how change management can be conducted at sectoral level and offer transferable insights for other temporary sectors such as construction, gaming, event planning, and product development.
Originality/value
The study uncovers novel insights into creating urgency for CE change in humanitarian settings. It also revises Kotter's model by integrating external factors, particularly the role of donors who can act as both catalysts and obstacles in the change process.
| Original language | English |
|---|---|
| Peer-reviewed scientific journal | Journal of Organizational Change Management |
| Pages (from-to) | 1 |
| Number of pages | 25 |
| ISSN | 0953-4814 |
| DOIs | |
| Publication status | Published - 01.01.2026 |
| MoE publication type | A1 Journal article - refereed |
