Organizational Change: A Conceptual Framework to Advance the Evidence Base

There is a vast literature on organizational change, but much of it has a weak evidence base, often using only case studies or axioms based on authors' experiences. Quantitative studies are less common and typically address a limited number of variables. Implementation science research is more advanced but typically addresses only program-level change. This paper presents a comprehensive framework of relevant variables and perspectives from which to view organizational change and offers a research agenda, with particular attention to preconditions for change (e.g., change capacity) and organizational change tactics, and their relationships with change outcomes—promising areas for research.