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Open research questions in Organizational Change and Leadership

168 gap statements mined from Organizational Change and Leadership papers in our 4.5M-paper local library, which holds 1,314 papers on the topic — drawn mostly from each paper's own stated research gap, future-work, challenge and limitation notes, and its abstract. The ones listed below are a selection still marked open; each names the study that raised it, with a DOI link where the paper has one.

Choosing where to publish on Organizational Change and Leadership? See the ranked Economics journals.

What the literature leaves open

  • It highlights the need for effective leadership strategies and methodologies. The paper touches on the challenge of promoting diversity in the supply base.

    ISM ISM LEAD PDF · 2026 · DOI

  • The paper does not suggest specific future research directions. It highlights the importance of continued research in Integrated System Management (ISM) and supply management.

    ISM ISM LEAD PDF · 2026 · DOI

  • The paper does not provide a comprehensive analysis of the results. The study is limited to 17 Romanian city halls.

    Analyzing the Relationship Between Organizational Culture and Knowledge-Based Management · 2026 · DOI

  • There is a lack of research on the application of Denison's model in the context of public institutions.

    Analyzing the Relationship Between Organizational Culture and Knowledge-Based Management · 2026 · DOI

  • Disruptions can lead to uncertainty and a lack of guidance for employees. Leaders must adapt to change and prioritize the mission of the organization. Failure to navigate disruptions can lead to disastrous results for businesses.

    Leading Through Disruptions: Challenges And Opportunities · 2026 · DOI

  • Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their actions in turn influence the success of CRM projects.

    Employees' affective commitment to change · 2008 · DOI

  • The gap in current research is the need for empirical demonstration of the what, why, and how of translating executive intentions into realized change. The literature on change leadership is criticized for its analytical deficiencies.

    CONTEXT AND ACTION IN THE TRANSFORMATION OF THE FIRM · 1987 · DOI

  • They must adapt to changing environments while maintaining a sense of community and culture. Leaders must balance the need for change with the need for stability and continuity.

    Managing large-scale organizational change · 1987 · DOI

  • Future research should continue to explore the role of leadership and culture in facilitating large-scale change. It should investigate the specific strategies and practices that organizations can use to adapt to changing environments.

    Managing large-scale organizational change · 1987 · DOI

  • The need to consider multiple stakeholders and their interests. The need to integrate planning with ongoing management.

    A Strategic Management Process for Public and Third-Sector Organizations · 1987 · DOI

  • The traditional view of innovation in communications and information technology as process innovation is being challenged. There is a need to understand the impact of innovation in these areas on an organisation's competitive position.

    Management Update · 1987 · DOI

  • Moreover, it is also somewhat surprising that the research studies have not investigated more fully one aspect of managerial work which a priori might be expected to follow from the conventional and working definition of a ‘manager’ as someone having responsibility for the operation of a discrete organizational unit and being vested with at least formal authority over those working within that unit.

    WHAT DO MANAGERS DO? A CRITICAL REVIEW OF THE EVIDENCE · 1986 · DOI

  • The lack of focus on newly appointed heads in previous research. The lack of research on the UK context.

    How heads manage change · 1986 · DOI

  • The CEO is clearly the most visible person in most organizations; it is predictable that those who are most visible would be identified as supportive, particularly if their behavior appears congruent with OD values, and they are not well known by their employees.

    The Chief Executive Officer and Successful OD Efforts · 1985 · DOI

  • The paper identifies a gap in understanding how organizations can guide management to choose appropriate strategies and structures. It notes that prior work has focused on empirical tests of Chandler's ideas, but there is a need for a more comprehensive framework.

    Strategy and organization planning · 1983 · DOI

  • The lack of emphasis on human needs in traditional management styles. The need for a new approach to management that prioritizes cooperation and productivity.

    The newest ideas in management · 1983 · DOI

  • The need for reform in the political, economic, and management systems. The lack of a clear division of responsibility between the Party Committee and the factory administration.

    Strengthen and Improve Party Leadership in Enterprise Management · 1982 · DOI

  • The lack of understanding of the administrative problems of public enterprises in developing nations. The need for reforms to make public enterprises fit instruments for carrying out national development policies.

    Improving Public Enterprise Management in Developing Countries · 1982 · DOI

  • In the recent 15 years, there has been a great focus on the right skills in the management of financial companies, including fit and proper members.

    A Fit and Proper Management Member · 2026 · DOI

  • The traditional notions of strategic planning are not sufficient for these organizations.

    A Strategic Management Process for Public and Third-Sector Organizations · 1987 · DOI

  • What ought to be a disinterested, academic analysis becomes mere ideology and management dogma containing a host of dubious assumptions.

    Management knowledge and the cnaa · 1986 · DOI

  • Analysis of areas related to the innovation of HR controlling practices - Examination of the impact of HR controlling on organizational…

    Personnel Controlling as a Tool of HRM in the Public Entities · 2026 · DOI

  • The lack of a systemic and holistic approach to the application of personnel controlling in public entities - The need for flexibility and adaptability in HRM…

    Personnel Controlling as a Tool of HRM in the Public Entities · 2026 · DOI

  • The communication manager must be an expert in various fields - The communication manager must be a critical planner of the organization's future development - Organizations must rely on proactive…

    The Corporate Communication Manager · 1986 · DOI

  • This still emerging discipline has been labeled &dquo;Organization Development.&dquo; Much of the growth in the OD field to date has been somewhat random, and a good deal of attention has been directed to the expansion and development of &dquo;intervention technology.&dquo; The excitement, the challenge, and the opportunities for many OD practitioners seem Groups & Organization Studies, Vol. No. 3, September 1985…

    The Shift in OD from Process to Product · 1985 · DOI

Most-cited papers in Organizational Change and Leadership

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Open questions raised by papers listed on this page include: (1) There is a lack of research on the application of Denison's model in the context of public institutions (“Analyzing the Relationship Between Organizational Culture and Knowledge-Based…”, 2026); (2) Disruptions can lead to uncertainty and a lack of guidance for employees (“Leading Through Disruptions: Challenges And Opportunities”, 2026); (3) Although organizational change is inevitable with customer relationship management (CRM) implementation, very little is known about how this change affect employees, and how their actions in turn influence the success of CRM projects (“Employees' affective commitment to change”, 2008); (4) Future research should continue to explore the role of leadership and culture in facilitating large-scale change (“Managing large-scale organizational change”, 1987); (5) There is a need to understand the impact of innovation in these areas on an organisation's competitive position (“Management Update”, 1987). 168 gap statements have been mined from Organizational Change and Leadership papers in our 4.5M-paper local library, which holds 1,314 papers on the topic; the gaps come from whichever of those papers state one. They are mostly the research gaps the authors state and the papers' abstracts, plus future-work, limitations and challenges passages. The ones listed below are a selection still marked open; each names the study that raised it, with a DOI link where the paper has one, so you can read the original claim in context.

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