Applying Grounded Theory to Investigating Change Management in the Nonprofit Sector

Abstract

Grounded theory is well supported as a qualitative research method that historically responded to the epistemological challenges of defining knowledge and determining how it has been acquired. While its historical and unique methodological underpinnings remain consistent, its ongoing application and methods of execution continue to expand its use. The consideration of using grounded theory by researchers embodies the need to explore the methodology and thereafter seek to develop the method that reflects the researcher’s skills, the research setting, and the research aims. This article sets out a particular method of applying it to the study of change management using a rich single case study in the nonprofit sector. Key findings are that nonprofit specific change management models may need to incorporate a focus on formal reflection for change agents and change recipients, development of trust and confidence in the organization prior to the actual change, focusing on the individual experience of change, and recognizing the sequencing of events from a planning perspective.