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The Five Themes of Change Management | OMICS International | Abstract
E-ISSN: 2223-5833

Arabian Journal of Business and Management Review
Open Access

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Research Article

The Five Themes of Change Management

ElKattan A*

ElKattan Consulting Ltd. 32 Anson Road, Walsall, West Midlands, England, UK

*Corresponding Author:
ElKattan A
Managing Partner, ElKattan Consulting Ltd. 32 Anson Road
Walsall, West Midlands WS20DH, England, UK
Tel: +(44) 1922 331599/ +(20) 100 1243324
E-mail: [email protected]

Received date: June 14, 2017; Accepted date: July 05, 2017; Published date: July 12, 2017

Citation: ElKattan A (2017) The Five Themes of Change Management. Arabian J Bus Manag Review 7: 305.

Copyright: © 2017 ElKattan A. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.


As Kotter commented, a change is required to build an organization that wins in both the present and the future. However, for change to be successful, it should take the culture aspects into consideration. Hence, this research brought the cultural component under full investigation in terms of both the national and organizational cultures by utilizing Hofstede’s 6-Dimension Model and Hofstede Multi-Focus Model. The purpose is to provide a new culture-based change management model. The new model is called ElKattan’s 5-Theme Model. The model tackles a number of pitfalls in the existing models like Lewin’s 3-Phase Model and Kotter’s 8-Step Model. The study used a qualitative research design in a context of two medium-sized companies in Egypt. In order to assess the influence of the culture on the change, the organizational culture was measured using a survey that is based on the Hofstede Multi-Focus Model. The research showed how a lack of practicing the components of the 5-Theme Model led to failure in implementation. This paper provides a comprehensive model of how organizational change should be managed by medium-sized companies in any industry globally. The model suggests a number of components that must be practiced during the different phases of the implementation. The model provides managers with a complete practical toolkit that can be used while managing the change during the different phases of the implementation. The model provides integration between change, strategy, project management, and culture. To the researcher’s knowledge, no such model is available in change management literature.