Revisiting the change curve: A rigorous examination and three case studies prompting a re-evaluation of a timeless concept

Abstract

BACKGROUND: Numerous models of the so called ‘change curve’ exist, yet there is a paucity of scholarly inquiry regarding empirical substantiation, practical implementation, and general applicability. OBJECTIVE: This study explores the change curve, aiming to examine whether and how the various phases of the curve manifest in a business context, thus assessing their relevance, which represents a novel approach. METHODS: The analysis, employing a mixed-methods approach of qualitative and quantitative elements, is inductive and interpretative, focusing on exploring and understanding the complexity of the cases. Data collection of this exploratory research was conducted utilizing a multi-faceted approach that included online surveys, semi-structured interviews, on-site observations through Gemba Walks. RESULTS: A pivotal discovery arises from the validation of the four phases of the change curve. Irrespective of disparate project contexts, individuals manifest akin responses within their respective phases of the change curve, amenable to effective facilitation through judicious interventions. These interventions, derived and systematized from empirical case studies for the first time, underscore their potential utility in guiding individuals through the change process. CONCLUSIONS: The validation of the four phases and their pragmatic utility warrant further exploration in subsequent scholarly inquiries, aiming to ascertain their robustness across diverse organizational contexts.