Why do most strategic change projects fail?

Hubert C. Braendle

Research output: ThesisDoctoral Thesis

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This study examined the reasons that lead to the frequent failure of strategic large-scale change projects in major profit-oriented and non-profit organizations around the globe. It analyzed 214 topic-relevant documents and synthesized the results into an explanatory meta-model. The model shows that most strategic failures are attributable to preconditional, cognitive, and communication-related errors that are committed by the leading actors on strategist, organization, and environment level within a complex cross-level error-effect amplifying interplay. Hypothetical error preventive guidance is provided in the form of a practically applicable meta-model.
Original languageEnglish
QualificationDoctor of Business Administration
Awarding Institution
  • Charles Sturt University
  • Buerki, Leo, Principal Supervisor, External person
  • Jarratt, Denise, Co-Supervisor
  • Farrell, Mark, Co-Supervisor
Award date01 Dec 2013
Place of PublicationAustralia
Publication statusPublished - 2013
Externally publishedYes


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