A Response to Critique of the Refreeze Step in Lewin’s Model of Organizational Change from the Viewpoint of Organizational Behavior McAleese, Irene, Creed, Andrew and Zutshi, Ambika 2013, A Response to Critique of the Refreeze Step in Lewin’s Model of Organizational Change from the Viewpoint of Organizational Behavior, International Journal of the Academy of Organizational Behavior Management, vol. January-March 2013, no. 4, pp. 104-124. Attached Files Name Description MIMEType Size Downloads creed-aresponseto-2013.pdf Published version application/pdf 441.57KB 7297 Title A Response to Critique of the Refreeze Step in Lewin’s Model of Organizational Change from the Viewpoint of Organizational Behavior Author(s) McAleese, Irene Creed, Andrew orcid.org/0000-0002-1682-7956 Zutshi, Ambika orcid.org/0000-0002-0982-5303 Journal name International Journal of the Academy of Organizational Behavior Management Volume number January-March 2013 Issue number 4 Start page 104 End page 124 Total pages 21 Publisher North American Institute of Science and Information Technology Place of publication Toronto, Ont. Publication date 2013 ISSN 1927-5668 1927-565X Keyword(s) Lewin Change Refreeze Sustainability System Management Organizational behavior Summary Problem Statement This paper responds to criticism of Kurt Lewin’s three step model of organizational change in increasingly turbulent environments. It explores whether the refreeze step of Kurt Lewin’s notable three step model is still applicable to organizational change processes in the age of globalisation and digitalisation. Method Literature review and critical analysis of applied examples are used to provide an overview of Kurt Lewin’s three-step change model. Authors’ observations and reflections are integrated in the discussion. The changing contemporary environment and the implications for the refreeze step of Lewin’s model are accordingly discussed. Conclusions The paper concludes that a balance of stability and movement; of discrete and emergent change; is the reality for today’s organizations, and forms the touchstone for Lewin’s formulation of change theories. Alignment is observed between notions of desired equilibrium in Lewin’s model and the contemporary underpinnings of sustainability. Technology and the modern pace of organizational change are also factors to consider. There has hence been an adaptation of his theoretical heritage that is current and sufficiently robust to withstand the criticisms of the refreeze stage. Language eng Field of Research 150311 Organisational Behaviour Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services HERDC Research category C1 Refereed article in a scholarly journal Copyright notice ©2013, North American Institute of Science and Information Technology Free to Read? Yes Persistent URL http://hdl.handle.net/10536/DRO/DU:30061169 Document type: Journal Article Collections: Faculty of Business and Law School of Management and Marketing Open Access Collection   Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved. Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au. Versions Version Filter Type Mon, 03 Mar 2014, 11:41:50 EST Wed, 05 Mar 2014, 08:41:10 EST Mon, 10 Mar 2014, 11:15:22 EST Mon, 10 Mar 2014, 11:17:51 EST Mon, 10 Mar 2014, 15:53:49 EST Mon, 10 Mar 2014, 15:55:25 EST Fri, 14 Mar 2014, 12:19:09 EST Mon, 31 Mar 2014, 09:42:42 EST Tue, 06 Sep 2016, 23:08:15 EST Wed, 06 Dec 2017, 06:03:42 EST Fri, 07 Sep 2018, 16:58:07 EST Filtered Full Citation counts:   Cited 0 times in TR Web of Science Cited 0 times in Scopus Search Google Scholar Access Statistics: 13396 Abstract Views, 7299 File Downloads  -  Detailed Statistics Created: Mon, 03 Mar 2014, 11:41:36 EST by Katrina Fleming