Organizational change in small and medium enterprises (SMEs)

Abstract

This study fills some of the gaps in existing studies on organisational change in SMEs by reporting the introduction of a wide range of organisational change practices and strategic changes in Australian SMEs (N=1435). It further examines the triggers for organisational change in Australian SMEs and the impact of certain demographic factors upon organisational change practices and strategic changes. Owing to the dearth of national data on organisational change in SMEs, the results of this study are used to determine whether Australian SMEs could be characterised as “stagnating” or “transforming”. The results reveal a moderate adoption of organisational change practices and strategic changes. The findings by themselves do not support a “stagnating” scenario; however the lack of negotiated agreement in the introduction of strategic changes is not supportive of a “transforming” scenario either.