Toward a grounded change management communication typology
Author Identifier (ORCID)
Abstract
Purpose: Organizational change is a critical social activity, with communication a crucial component. The conceptual models that exist are not grounded in empirical investigation and mainly reflect past practices of face-to-face communication during perceptually driven change. This study explores this gap by examining the diverse impact of technology-mediated communications upon employee attitudes to data-driven change, building toward a grounded change management communication (CMC) typology.
Design/methodology/approach: Drawing on previous conceptual models from social science, organizational change, management, dialogical communication and community consultation fields, we explored the impact of communications within municipal case studies using interviews and cultural surveys to develop a grounded typology of CMC.
Findings: The data illustrated how managers use a continuum of CMC types from directive to participative, with the latter generating change ownership, trust and commitment to change. The data also confirmed that planned, personal, participative communication strategies using key messages underpin positive employee engagement.
Research limitations/implications: This study integrates perspectives from change management and communication studies, a junction underdeveloped in this journal literature. This study primarily advances knowledge by proposing an exploratory grounded typology of CMC. It is unique, as it is built from current data-driven and communication technology-mediated change practice. As an initial stage in an extended branch of research, it will require further confirmatory empirical research to validate wider generalization.
Practical implications: The typology provides an educative tool for managers, informing CMC decisions about strategies for specific change culture, contexts, climate and resources. It can assist in harnessing evolving communication technologies and thereby improve both organizational and social health.
Originality/value: We extend previous conceptual modelling by generating a novel grounded CMC typology from current empirical data, that is simultaneously a pragmatic guide for managers. Further research exploring different cultures, technologies, voices and stakeholders could confirm and develop our tentative typology.
Keywords
change management, communication strategy, communication types, communication typology, participative communication, planned change, transition teams
Document Type
Journal Article
Date of Publication
7-20-2026
E-ISSN
17587816
ISSN
09534814
Volume
39
Issue
4
Publication Title
Journal of Organizational Change Management
Publisher
Emerald
School
School of Business and Law
RAS ID
101933
Copyright
subscription content
First Page
873
Last Page
899
Recommended Citation
Barratt-Pugh, L. G. B., & Turton, K. (2026). Toward a grounded change management communication typology. Journal of Organizational Change Management, 39(4), 873–899. https://doi.org/10.1108/JOCM-07-2025-0631