McGuire David, Hutchings Kate. A Machiavellian analysis of organisational change

Purpose – The purpose of this paper is to undertake a Machiavellian analysis of the determinants of
organisational change. It aims to present a model of how power, leaders and teams, rewards and
discipline, and roles, norms and values, serve as drivers, enablers or inhibitors of organisational
change.
Design/methodology/approach – The paper adopts the sixteenth century Machiavellian text The
Prince as a lens through which to examine organisational change.
Findings – The paper concludes that Machiavellian thinking provides a valuable guide to the
challenges and obstacles in negotiating organisational change and identifies the individual as
occupying the central role in determining whether the change intervention will be accepted or rejected.
Originality/value – The longevity of Machiavellian thinking underlines the constancy of human
behaviour and the relevance of age-old thinking in understanding and negotiating change in a complex
fast-paced business environment.
Keywords Organizational change, Strategic management, Management power, Individual behaviour
Paper type Conceptual paper