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.
|Qualification||Doctor of Business Administration|
|Award date||01 Dec 2013|
|Place of Publication||Australia|
|Publication status||Published - 2013|