An investigation into the management of change in private sector healthcare organizations in Bangladesh: A mixed - method inquiry based on the implementation of a new framework to support healthcare organizations

  • Ali Ahmad University of the West of Scotland
  • Dababrata Chowdhury University of Suffolk
Keywords: Change management, change communication, culture change, resistance to change and overcoming resistance.


The present research is focused on unraveling the complexities of and develop a framework for change management in the private sector healthcare organizations. This research has also sought to advance the understanding of the change management and change management process within the field of healthcare organizations in Bangladesh. The research method used in this research is a mixed methodology approach and seeks to start a collective voice of employees for the major debates of change management within the healthcare organizations in Bangladesh. Data collection was semi-structured interviews with purposive sampling to select respondents, which included top executives, human resource managers, CEOs, and line managers. A clustered probability sampling method has been carried out for the questionnaire survey and analyzed the data with computer software SPSS. The results show that the employees' understanding and perceptions towards change management plays an important role in change management success. Also, change communication and organizational culture significantly impact the change implementation process in healthcare organizations. The study also revealed that a high level of resistance to change does not always negatively affect the change implementation process.


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How to Cite
Ahmad, A., & Chowdhury, D. (2020). An investigation into the management of change in private sector healthcare organizations in Bangladesh: A mixed - method inquiry based on the implementation of a new framework to support healthcare organizations. Review of Applied Socio-Economic Research, 20(2), 5 -16. Retrieved from

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