Agency attention in performance-led organisational change

Academic contributions in the field of change agency have encompassed diverse disciplines, including organisational psychology, sociology, management, and leadership studies. Researchers have developed frameworks and models to explain the roles and competencies of change agents, shedding light on the factors that enable successful change initiatives. They have also explored the social and cultural dynamics that influence change efforts, examining the challenges and opportunities inherent in different contexts.

However, there is a continuing debate about the contribution that academics can make during change and how far practitioner managers and their staff appreciate the sometimes theoretical knowledge and its possible application to the challenges they face during imposed change at work.

The academic contribution to change agency has been significant only when it offers relevant theoretical insights, practical tools, and ethical guidance to enhance the effectiveness of change efforts of individuals, groups, and the organisation itself.

The author of this chapter has focused his research on the work of change agents and the factors which can influence their effectiveness. By highlighting the potential risks and unintended consequences of poorly managed change, such research has provided valuable guidance for change agents to navigate complex practical ethical dilemmas in the implementation of change.