Abstract
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 language | English |
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| Qualification | Doctor of Business Administration |
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| Award date | 01 Dec 2013 |
| Place of Publication | Australia |
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| Publication status | Published - 2013 |
| Externally published | Yes |