Negative Change: The Nature Of Transformational Change

Literature Review
Transformation as the word implies signifies ‘a radical shift from one state of being to another’ (Anderson and Ackerman-Anderson, 2001: 39). Thus, transformational change thoroughly reforms the core values, beliefs, missions, behaviour of organisational members and builds a modification foundation of communication networks, work flows, procedures and structures within the organisation (Walton, 1999; Chapman, 2002; Dirkx and Gilley, 2004). Transformational change is often equated with revolutionary change (Torrington et al., 2014) and signals a re-examination and fundamental altering of the organisation function and how it associated with its environment (Beckhard, 1992). Transformational changes also tend to require an understanding of the nature of stakeholder influence in employee behaviour and development which always play a pivotal role in the process (Torrington et al., 2014). Hopefully, it is thus expected to make the existing organisation more capable of delivering service to clients (Sarris and Kirby, 2013). According to different typologies, ‘Discontinuous change’ presented by Grundy (1993) and Scale Type 4 ‘Corporate

When carried out thoroughly, it permeates through the whole organisation and affects the members’ behaviour so that they are supposed to take up brand new roles (Blumenthal and Haspeslagh, 1994; Strachan, 1996; Sofo, 1999; Walton, 1999; Torrington et al., 2014). It encourages considerable innovation, so individuals enact new behaviours to adapt to changing environment and radically develop different ways of perceiving, understanding and behaving at work (Torrington et al.,