| Abstract [eng] |
Organizations today operate in an environment of constant change characterized by globalization processes, digital transformation, market volatility, and evolving employee expectations. Under such conditions, effective change management becomes one of the key factors determining organizational sustainability and long-term competitiveness. At the same time, a growing tendency can be observed for organizations to appoint young managers to leadership positions, expecting them to demonstrate initiative, flexibility, and the ability to manage complex organizational changes. However, young managers often face additional challenges related to limited managerial experience, formal authority, and credibility within the organization, which may influence the change management strategies they choose. The stage of organizational development and the level of organizational maturity create a specific context in which change management takes place. Organizations operating at different stages of development differ in their degree of structural formalization, centralization of decision-making, organizational culture, and readiness for change. As a result, change management solutions that are effective at one stage of organizational development may be less effective at another. Although the scientific literature extensively examines change management models and organizational life-cycle theories, there is still a lack of empirical studies that integrate these perspectives and analyze the change management strategies applied by young managers at different stages of organizational development. The object of the study - organizational change management strategies applied by young managers. The aim of the study - to identify patterns in the selection of change management strategies used by young managers at different stages of organizational development. Main results of the study. The research results indicate that the change management strategies applied by young managers vary depending on the stage of organizational development. In earlier stages of organizational development, young managers tend to apply more flexible, adaptive, and emergent approaches, focusing on active communication, employee involvement, and informal leadership practices. In more mature organizations, structured and planned change management strategies become more prominent, supported by more formalized processes, clearly defined roles, and established organizational systems. The findings also show that limited formal authority and decision-making autonomy encourage young managers to rely more strongly on inclusive communication, interpersonal relationships, and participatory decision-making in order to secure employee support during change processes. The results confirm that there is no single universal change management strategy suitable for all organizational contexts; therefore, change management approaches need to be aligned with both the level of organizational maturity and the competencies and operating capacity of young managers. The findings contribute to a deeper understanding of the role of young managers in change management and provide practical insights for organizations seeking to systematically strengthen young managers’ capabilities in managing organizational change. |
