Uncertainty in project phases: A framework for organisational change management

Uncertainty is an integral challenge when managing organisational change projects (OCPs). Current literature highlights the importance of uncertainty; however, falls short of giving insights into the nature of uncertainty and suggestions for managing it. Specifically, no insights exist on how uncertainty develops over the different phases of OCPs. This paper presents case-based evidence on different sources of uncertainty in OCPs and how these develop over the different project phases. The results showed some surprising findings as the majority of the uncertainty did not manifest itself in the early stage of the change project but was delayed until later phases. Furthermore, the sources of uncertainty were found to be predominantly within the organisation that initiated the change project and connected to the project scope. Based on these findings, propositions for future research are defined to enable theory building in the field and resolve some of the contradictions in the literature.