Transforming Organizational Culture: A Roadmap for Successful Change Management

Sheila Kurnia Putri(1*),

(1) Business Administration Program, International Women University, Indonesia
(*) Corresponding Author



Organizational culture is a critical factor that shapes the behavior and performance of employees and influences the overall success of the organization. However, changing the organizational culture can be challenging and requires a strategic and systematic approach to ensure its success. Therefore, this study aims to investigate the roadmap for successful change management in transforming organizational culture. The objective of this study is to explore the roadmap for successful change management in transforming organizational culture and provide practical guidance for organizations that are seeking to transform their culture.This study employs a qualitative research approach, and data were collected through semi-structured interviews with organizational development experts and change management practitioners. The data were analyzed using thematic analysis to identify common themes and patterns. The findings of this study reveal that a successful roadmap for transforming organizational culture involves several stages, including assessing the current culture, developing a vision for the desired culture, engaging stakeholders, communicating the vision, and implementing the change. Additionally, the study identified several critical success factors for change management, including leadership commitment, employee engagement, communication, and training.

Full Text:



Balthazard, P. A., & Cooke, R. A. (2004). Organizational culture and knowledge management success: Assessing the behavior-performance continuum. Proceedings of the Hawaii International Conference on System Sciences, 37(October 2014), 3741–3750.

Datche, E., & Mukulu, E. (2015). The effects of transformational leadership on employee engagement: A survey of civil service in Kenya. Issues in Business Management and Economics, 3(1), 9–16.

Elia, G., Margherita, A., & Passiante, G. (2020). Digital entrepreneurship ecosystem: How digital technologies and collective intelligence are reshaping the entrepreneurial process. Technological Forecasting and Social Change, 150, 119791.

Feyz, M., Kiakojouri, D., Farrokhseresht, B., & Aghaahmady, G. (2020). Developing a Model of Communication Skills for Managers in the Public Sector. Postmodern Openings.

Gong, L., Jiang, S., & Liang, X. (2022). Competing value framework-based culture transformation. Journal of Business Research.

Hair, J. F., Risher, J. J., Sarstedt, M., & Ringle, C. M. (2019). When to use and how to report the results of PLS-SEM. European Business Review, 31(1), 2–24.

Kotter, J. P. (2008). Force for change: How leadership differs from management. Simon and Schuster.

Kotter, J. P. (2017). What leaders really do. In Leadership perspectives (pp. 7–15). Routledge.

Li, L., Lin, J., Ouyang, Y., & Luo, X. (Robert). (2022). Evaluating the impact of big data analytics usage on the decision-making quality of organizations. Technological Forecasting and Social Change, 175, 121355.

Naslund, D., & Norrman, A. (2019). A performance measurement system for change initiatives: An action research study from design to evaluation. Business Process Management Journal.

Niess, A., & Duhamel, F. B. (2018). The course of recognition and the emergence of change initiatives. Journal of Organizational Change Management.

Peus, C., Frey, D., Gerkhardt, M., Fischer, P., & Traut-Mattausch, E. (2009). Leading and Managing Organizational Change Initiatives. Management Revu.

Tronvoll, B., Sklyar, A., Sörhammar, D., & Kowalkowski, C. (2020). Transformational shifts through digital servitization. Industrial Marketing Management, 89, 293–305.

Article Metrics

Abstract view : 32 times | PDF view : 6 times


  • There are currently no refbacks.

Copyright (c) 2023 Sheila Kurnia Putri