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Leading Organizational Change by a Momentum Management Perspective

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Handbook of Chinese Management

Abstract

In Chinese cultures, the philosophical thinking about momentum offers a rich understanding of organizational change. This chapter identifies the concept of momentum in Chinese cultures and develops a conceptual model of momentum management to illustrate the relationship between human action and situational momentum. The momentum-seizing, momentum-entraining, and momentum-creating strategies are illustrated in the context of organizational change. An example of a Chinese firm is also given to help illuminate these three strategies. Managerial implications on organizational change are threefold from the momentum management perspective: change agents synchronize their change actions with the rhythms of momentum favorableness; change agents pay more attention to the “when to change” questions; the understanding of the role of leadership can be extended in organizational change context.

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Author information

Authors and Affiliations

  1. Antai College of Economics and Management, Shanghai Jiao Tong University, Shanghai, China

    Runtian **g & Yunan Zhao

Authors
  1. Runtian **g
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  2. Yunan Zhao
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Correspondence to Runtian **g .

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Editors and Affiliations

  1. Sun Tzu Institute, Singapore, Singapore

    Check-Teck Foo

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**g, R., Zhao, Y. (2023). Leading Organizational Change by a Momentum Management Perspective. In: Foo, CT. (eds) Handbook of Chinese Management. Springer, Singapore. https://doi.org/10.1007/978-981-10-2459-7_21

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