CHANGE MANAGEMENT IN AN ORGANIZATION: A DESCRIPTIVE CASE STUDY

This descriptive case study examines how local universities manage organizational change in response to internal and external pressures. It investigates the rationale for change, strategies for overcoming resistance, approaches to implementation, and the communication methods used. The research also explores the role of organizational culture, learning organizations, and sustainability in effective change management. The study draws on qualitative analysis of change management practices within local universities, complemented by benchmarking against organizations that have successfully managed change. Critical success factors were identified and integrated into the development of tools and frameworks to improve change processes. The research highlights that universities often face challenges such as resistance to change, inadequate communication, and lack of systematic strategies. Two major contributions are proposed to address these gaps. First, a benchmarking tool for change management is developed, offering a quantifiable method for institutions to evaluate current practices and improve performance. Second, a corporate learning framework is proposed to sustain long-term change by facilitating effective knowledge capture, sharing, and transfer, thereby embedding a culture of continuous learning and adaptation. The benchmarking tool and corporate learning framework provide actionable mechanisms for universities and other organizations to enhance their change management capacity. By adopting these approaches, institutions can strengthen adaptability, mitigate resistance, and align change initiatives with strategic objectives. This study contributes to the field of change management by integrating benchmarking and corporate learning into a practical framework for sustaining transformation in academic institutions. It emphasizes the importance of embedding a learning culture and offers a holistic approach to managing change in volatile environments.