‘Engage For Change’: The Development of a Radical Change Engagement (RCE) Model

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3 Citations (Scopus)
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This article reports on the management and outcomes of a radical change programme within a public sector agency. The findings reveal a significant divergence between management and employee experiences of the change process and significant differences in outcome perceptions. While management remains adamant that radical change has been achieved, employees report much more limited, incremental change – a position supported by the research findings. Using a grounded theory approach, the article seeks to explain the reasons for radical change failure and based on these proposes a ‘Radical Change Engagement’ model for use during such periods. While based on public sector research, it is contended that the model has implications and applicability for any organization undergoing radical change.
Original languageEnglish
Pages (from-to)115-125
Number of pages11
JournalJournal of General Management
Issue number3
Early online date26 Mar 2018
Publication statusPublished (in print/issue) - 1 Apr 2018


  • Radical Change
  • Employee Engagement
  • Communication
  • Public Sector
  • Business, Management and Accounting (miscellaneous)
  • Strategy and Management


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