Design and evaluate a strategic change management framework for small enterprises

Thesis Abstract

Small enterprises operate within rapidly changing markets that necessitate effective strategic change management to sustain competitive advantage and ensure long-term viability. However, many small enterprises lack tailored frameworks that address their unique resource constraints and organizational dynamics during strategic transformations. This study aims to design, implement, and evaluate a comprehensive strategic change management framework specifically suited for small enterprises, thereby filling a critical gap in existing management practices and scholarly literature. The primary objectives are to develop a contextually relevant framework, empirically test its feasibility and effectiveness, and offer actionable recommendations for small enterprise managers. The research adopts a mixed-methods approach, combining qualitative and quantitative techniques to yield a holistic understanding of change management processes in small enterprises. The qualitative phase involves 20 in-depth interviews with senior managers from small firms across manufacturing, retail, and service sectors, selected through purposive sampling. The quantitative phase surveys 150 small enterprise managers using a structured questionnaire, with the sample drawn via stratified random sampling to ensure sectoral representation. Data collection instruments include semi-structured interview guides and a validated Likert-scale questionnaire, with reliability assessed through Cronbach’s alpha and content validity established via expert review. Quantitative data is analyzed through descriptive statistics, exploratory factor analysis, and multiple regression analysis using SPSS to test the framework’s predictive capacity on change outcomes. The qualitative data is subjected to thematic analysis using NVivo to identify common themes and organizational factors influencing change processes. The study expects to identify key components of a practical, scalable change management framework encompassing leadership commitment, communication strategies, change readiness assessment, stakeholder engagement, and continuous feedback mechanisms. It also anticipates finding significant relationships between framework implementation and successful change outcomes such as organizational agility, employee adaptation, and operational performance improvements. The findings are expected to contribute to the theoretical understanding of change management in resource-constrained settings, building on Lewin’s Change Theory and Kotter’s 8-Step Model to develop an integrated model tailored for small enterprises. Furthermore, the research offers empirical evidence supporting the framework’s application, highlighting its relevance and effectiveness in real-world contexts. The contribution to knowledge lies primarily in providing a validated, sector-sensitive change management framework with practical tools that managers can adopt to navigate strategic transitions effectively. The study concludes that a bespoke approach, emphasizing leadership, communication, stakeholder participation, and ongoing evaluation, significantly enhances the success rate of strategic change initiatives within small enterprises. Recommendations include integrating the framework into small enterprise development programs, conducting further longitudinal studies to assess long-term impacts, and customizing the framework to specific industry contexts. Overall, this research advances both academic discourse and managerial practice by providing a systematic, evidence-based change management framework designed explicitly for the unique challenges faced by small enterprises.