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Lean Six Sigma (LSS) implementation follows a structured approach called define-measure-analyze-improve-control (DMAIC). Earlier research about its application in emergency healthcare services shows that it requires organizational transformation, which many healthcare setups find difficult. The Kotter change management model facilitates organizational transformation but has not been attempted in LSS settings till now. This study aims to integrate the LSS framework with the Kotter change management model to come up with an integrated framework that will facilitate LSS deployment in emergency health services.

Two-stage Delphi method was conducted by using a literature review. First, the success factors and barriers of LSS are investigated, especially from an emergency healthcare point of view. The features and benefits of Kotter's change management models are then reviewed. Subsequently, they are integrated to form a framework specific to LSS deployment in an emergency healthcare set-up. The elements of this framework are analyzed using expert opinion ratings. A new framework for LSS deployment in emergency healthcare has been developed, which can prevent failures due to challenges faced by organizations in overcoming resistance to changes.

The eight steps of the Kotter model such as establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, institutionalizing new approaches are derived from the eight common errors that managers make while implementing change in the institution. The study integrated LSS principles and Kotter’s change management model to apply in emergency care units in order to reduce waste and raise the level of service quality provided by healthcare companies.

The present study could contribute knowledge to the literature by providing a framework to integrate lean management and Kotter's change management model for the emergency care unit of the healthcare organization. This framework guides decision-makers and organizations as proper strategies are required for applying lean management practices in any system.

The proposed framework is unique and no other study has prescribed any integrated framework for LSS implementation in emergency healthcare that overcomes resistance to change.

Purpose – The purpose of this paper is to gather current (2011) arguments and counterarguments in support of the classic change management model proposed by John P. Kotter in his 1996 book Leading Change. His work was based on his personal business and research experience, and did not reference any outside sources that has questioned its value. A current perspective on a limited tested model aims to be a focus of this paper. Design/methodology/approach – The literature on change management was reviewed for each of the eight steps defined in Kotter's model, to review how much support each of these steps had, individually and collectively, in 15 years of literature. Findings – The review found support for most of the steps, although no formal studies were found covering the entire spectrum and structure of the model. Kotter's change management model appears to derive its popularity more from its direct and usable format than from any scientific consensus on the results. However the model has several limitations, that are identified, impacting upon its universal acceptance and popularity. Research limitations/implications – Further studies should examine the validity of Kotter's model as a whole. More importantly, change management research should form a greater link with stakeholders in order to translate current research into a format usable by practitioners. Practical implications – No evidence was found against Kotter's change management model and it remains a recommendable reference. This paper attempts to “test” the “how‐to‐do‐change management” with empirical and practitioner literature that was not evident in the original text. The model would be most useful as an implementation planning tool, but complementary tools should also be used during the implementation process to adapt to contextual factors or obstacles. Originality/value – Based upon a thorough review, this is the first formal review of Kotter's change management model, 15 years after its introduction.

The purpose of this article is to analyse an organisational change process that sought to integrate library and other educational support services in an Australian university.

The article assesses the organisational change processes using John Kotter's eight step approach as outlined in his book Leading Change.

While the change processes enjoyed varying degrees of success, it is revealed that several of the techniques recommended by Kotter in his eight steps were adopted, but that the process did not fully utilise the entire eight step process. Questions surrounding the suitability of organisational change models are also raised.

The successful outcomes from the change processes owe credit to Kotter's model for organisational change. While models for change may have certain limitations, they are still revealed as useful in the hands of a skilful leader.

Kotter's eight step model is reviewed in the context of a library change processes. Further analysis of the application of Kotter's model to library change processes may reveal different outcomes.

This paper provides a unique perspective of applying a recognised model for organisational change to library change processes utilising a combination of theory and practice.

The purpose of this paper is to explore the idea of using Kotter's eight‐step model for change leadership to create a culture of assessment that is embedded in the organizational culture of an academic library.

This is a conceptual paper that examines the potential application of a business change model to an academic library change context. Each step of Kotter's model is described within the context of building a culture of assessment, supported by examples and suggestions from the literature of libraries, higher education, organizational behavior and change leadership.

While building a culture of assessment is critical for libraries in the current environment, it is a difficult and complex process that requires grassroots initiative, top‐down support and strong leadership. Kotter's model for change management provides a pragmatic structure for culture change through behavioral change and change leadership regardless of positional authority.

This paper includes best practices for facilitating a culture of assessment, including necessary resources and possible approaches.

While the literature contains articles about building a culture of assessment, no studies have applied models of change leadership from the management literature to this unique cultural process. This is the first paper that suggests concrete steps for libraries towards building a culture of assessment, even in the absence of an ideal organizational culture. The focus is also on enabling change leadership regardless of whether the change agents have positional authority.

This conceptual paper aims to add context and support to the field of Motivating Language Theory around the area of change and transformation. With this paper, the direction and shape of the change within the field of Motivating Language Theory for practitioners and scholars alike has been expanded.

The design and approach of this conceptual paper is to expand upon the existing literature to create a new framework for organizational learning and a new model for leadership development to support change and change leadership through the integration of Kotter’s Stages of Change, Bolman and Deal’s Four-Frame Model, and Motivating Language Theory. The “methodology” is the infusion of the W. Author & S. Colleague Four-Frame-MLT model with the Bolman & Deal and Kotter – Four-Frame model into one seamless MLT supported/driven Four-Frame change model.

The findings of this conceptual paper are in the form of an integration table that integrates the Bolman and Deal (2021) Kotter Stages of Change and the Four Frames with Motivating Language Forms and Constructs based upon ideas and assertions (guidance) from the Kotter (2007) article. These findings highlight the three concrete steps of the infused model (1) identify the appropriate Stage of Change, (2) select the best frame or frames that address the stage of change, and (3) utilize the appropriate MLT form (action) and construct (language) to execute the change effectively.

The originality of this conceptual paper is in the fusion of Kotter’s Stages of Change, the Bolman and Deal Four-Frames, and Motivating Language Theory. The three components have not been brought together before this paper. In terms of value, this conceptual paper creates an opportunity for those in the real world to have a useful framework to explore change, action/communication, and leadership. For those in academic positions, this paper creates a new starting point for exploring motivating language theory and change.

Planning, organising, co‐ordinating, commanding and controlling – these are the elements of management according to Henri Fayol. Less known, but no less important, are Fayol’s principles of management. Fayol was born in 1841 and died in 1925. His Administration Industrielle et Générale was published in French in 1916 but was not translated into English until 1929. Fayol’s work is often quickly rejected either because of its age or because it is believed to have been superseded by observational findings. However, Fayol’s work was based on observation. This paper considers some contemporary models of management (Hales, Kotter, Mintzberg) and argues that Fayol’s elements of management are not refuted but are rather reinforced by more recent findings. The paper concludes that Fayol’s work stands the test of time. The five elements of management and 14 principles of management are briefly presented.

Multiple models of organizational change provide guidance, goals and strategic steps for organizations to complete initiatives effectively. The purpose of this paper was to discuss the impact of transformational leadership as it relates to organizational change in the twenty-first century and propose a consolidated approach to planned organizational change useful for practitioners.

Practitioners and researchers can benefit by a strategy to apply models of change to organizational initiatives. It is proposed that models by Kotter (2012), Bridges (2017) and Lewin (1951) can be consolidated into a comprehensive approach to achieve successful organizational change. Transformational leadership is a critical component which bonds such models together and guides the leader’s role in the process.

Kotter, Bridges and Lewin’s approaches all share similar beliefs about the effectiveness of a transformational leader. First, people and process aspects of change take center stage. Second, urgency needs to unsettle or awaken the need for change. Third, people want to be part of the change process. By involving others, engagement, empowerment and buy-in all increase. Fourth, change will only last if it is embedded into the structures and systems which make up the organization’s culture.

The value of the consolidated approach to change proposed in this paper is that it meets leaders at their level of skill and experience, as it offers options depending on the needs of the organization and extent (depth) of the change required.

Which comes first – quality or change? Managing change is inherent in organisational quality enhancement. Managing organisational change and managing organisational quality go hand‐in‐hand. This paper seeks to look into quality enhancement initiatives to achieve organisational fitness for purpose.

This discussion focuses first on organisational quality – what quality means, why it is important and the means for achieving quality. The focus then shifts to effective management of organisational change including the nature of change and the high failure rate of change initiatives. Many models, approaches and prescriptions for understanding, and effectively managing, change are available. Two are discussed here: Kotter's eight‐step model of change and Doppelt's seven‐point “wheel of change”. Commonalities and differences of the two approaches are examined and pointers to “green” and “red” lights for change managers are highlighted. A large‐scale organisational reform program at La Trobe University (Australia) provides a case study of complex change in progress. Kotter and Doppelt's frameworks are used to reflect on aspects of that organisation's experience of working with change.

The discussion concludes by returning to the theme expressed in the title of this paper – quality and change go hand‐in‐hand. Libraries and librarians operating in an environment of rapid and complex change should add to their managerial “toolkits” an understanding of the intersecting issues of organisational quality and organisational change, and a proactive approach to managing both.

Managers and leaders seeking to make change and achieve organisational quality may be well served by keeping these basic green and red lights as markers and check points along the path to reaching change and/or quality objectives.

This research aims to investigate the leadership strategies employed by two higher education institutions in Malaysia as they navigated the shift to online delivery of their computer science programs in response to the demands of Education 4.0.

A phenomenological, comparative case study approach was used to delve into the leadership and management practices of these institutions during the transition to online learning. Data were collected through interviews and document analysis.

This study explores the leadership strategies employed by two higher education institutions in Malaysia during their transition to online learning due to the COVID-19 pandemic. Five key themes emerged from the data: leadership and team coordination, training and skill development, adaptation to new assessment methods, resource management and work culture and environment. Both institutions demonstrated effective leadership, continuous training and adaptability in assessment methods. However, differences were noted in resource management and work culture. Institution A's leader had to liaise with various departments and personally invest in equipment, while Institution B was already well-equipped. The work culture at Institution A demonstrated flexibility and mutual understanding, while Institution B used key performance indicators to measure progress. Despite these differences, both leaders successfully managed the shift to online teaching, underscoring the importance of effective leadership, continuous training, flexibility, resource management and a supportive work culture in managing change. The study also highlighted the distinct roles of curriculum leaders in both institutions, with Institution A's leader focusing on multiple activities, while Institution B's leader was able to focus solely on curriculum change due to their institution's preparedness.

This study provides a rich, qualitative exploration of the strategies and challenges faced by program leaders in managing the shift to online teaching during the COVID-19 pandemic. Future research could build on these findings by conducting similar studies in other educational contexts or countries to compare and contrast the strategies and challenges faced by program leaders. Additionally, future research could also employ quantitative methods to measure the effectiveness of different strategies in managing the shift to online teaching. This could provide a more comprehensive understanding of the factors that contribute to successful change management in educational institutions.

This study provides valuable insights for program leaders, educators and policymakers in managing change in educational institutions. The themes identified in this study – effective leadership, continuous training and skill development, flexibility in adapting to new assessment methods, effective resource management and a supportive work culture and environment – can serve as a guide for program leaders in managing future changes in their institutions. Moreover, the strategies employed by the program leaders in this study, such as forming a powerful coalition, providing training on online tools and prioritizing student welfare, can be adopted or adapted by other program leaders in managing change.

This study presents a unique contribution to the existing literature by offering a comparative analysis of change management strategies in two distinct educational institutions during the shift to online teaching due to the COVID-19 pandemic. It uncovers the nuanced differences in leadership styles, resource management and pedagogical adaptations, providing a rich, context-specific understanding of the change process. The study fills a research gap by examining the practical application of Kotter's 8-Step Change Model and the McKinsey 7S Model in real-world educational settings. The findings offer valuable insights for other institutions navigating similar changes, thereby extending the practical and theoretical understanding of change management in higher education.

Technology has influenced the implementation of electronic records management systems (ERMS) in government agencies. The high incidence of poor service delivery in government agencies is a key factor that has put pressure on the government to implement ERMS. Despite the potential benefits of implementing ERMS, the adoption and use of these programs has been slow and some systems have failed. Therefore, the purpose of this study is to assess how Tlokweng land board (TLB) implemented its electronic records management program using Kotter’s model and awareness, desire, knowledge, ability and reinforcement change model.

The study adopted a pragmatic paradigm and used a case study research design to collect data at TLB. The research made use of mixed methods approach to collect data using questionnaires, interviews and document reviews. Purposeful sampling was used to solicit data from 53 participants in the land board.

The findings of the study revealed that communication has been used as the most effective tool for managing change at TLB. However, TLB has not yet managed to reinforce the change implemented because of the lack of adequate training and motivation of change champions. Moreover, the change management team has little training on the change management framework produced by the Ministry of Lands and Housing.

The study was limited to one land board in Botswana. Therefore, the findings may not be generalized to all land boards.

This is the first study to be conducted in Botswana that has assessed change management practices in the implementation of records management systems. This study therefore recommends adoption of the change management lens/framework by a records professional when implementing ERMS.