ORGANIZATIONAL CHANGE MANAGEMENT MODELS: THEORY AND PRACTICE

Abstract

The article examines theoretical foundations and practical aspects of organizational change management in the context of rapid transformations in the external environment, globalization, technological progress, and socio-economic instability. Special attention is given to the evolution of approaches to change management, where the emphasis gradually shifts from selecting a specific model to applying effective methods of influencing personnel as the key factor of successful organizational transformation. It is argued that any large-scale change inevitably affects employees by altering their perception of functional responsibilities, professional identity, and place within the organization. Therefore, the readiness, adaptability, and motivation of staff largely determine the effectiveness of change initiatives. The study highlights that during three years of full-scale war in Ukraine, mobilization processes, hostilities, and large-scale migration have led to a profound shortage of human resources, especially highly qualified specialists. Under such conditions, regardless of the chosen theoretical model of change (Lewin’s three-step model, Kotter’s eight-step process, ADKAR, business process reengineering, or the learning organization concept), organizations must rely on approaches that ensure the retention of existing professionals, provide detailed and transparent communication at every stage of transformation, demonstrate personal benefits of changes to employees, and optimize workloads during adaptation or retraining. The analysis emphasizes that effective change management requires a combination of leadership qualities, strategic vision, and reliable communication skills, together with practical tools of personnel support and organizational culture development. The findings also underline that contemporary research often tends to equate “change management” with “enterprise management in turbulent times,” which shifts the focus from structural aspects to personnel-oriented practices. This tendency proves that employees are both the main object and the subject of organizational transformation, which determines the central role of methods and techniques aimed at influencing staff attitudes, behavior, and professional activities. The article concludes that successful implementation of change is possible only when classical management models are integrated with innovative leadership practices, digital technologies, and psychological support mechanisms. Future research perspectives are identified in the development of new tools for human resource retention, adaptation programs for employees in crisis conditions, as well as the study of the impact of digitalization on organizational change management.