Diana Lekaj, Bardha Qirezi
Riinvest College, Lidhja e Prizrenit 56, 10000, Pristina

DOI: https://doi.org/10.31410/EMAN.2019.103
3rd International Scientific Conference – EMAN 2019 – Economics and Management: How to Cope With Disrupted Times, Ljubljana – Slovenia, March 28, 2019, CONFERENCE PROCEEDINGS published by: Association of Economists and Managers of the Balkans, Belgrade, Serbia; Faculty of Management Koper, Slovenia; Doba Business School – Maribor, Slovenia; Integrated Business Faculty –  Skopje, Macedonia; Faculty of Management – Zajecar, Serbia, ISBN 978-86-80194-17-2, ISSN 2683-4510


This paper explores the process of organizational strategic change in four financial institutions in Kosovo. The study uses a ‘strategy as practice’ approach focusing on strategic change implementation processes and practices. It uses grounded theory approach (Charmaz, 2006) to examine
the process of strategic change and to provide insights of change management from the practice perspective in Kosovo context. The study proposes 5 stages of change: experiencing crisis, diagnosing the organization, shaping change strategy, communicating change strategy, and implementing and stabilizing change. These phases are grounded in data and offer discussion on strategic change processes and insights on implementation process from management perspective.


strategy as practice, financial institutions Kosovo, strategic change, processes and practices, organizational context.


[1] Brown, D. (2011). An experiential approach to organizational development. Prentice Hall: Pearson Education.
[2] Burgelman, R. A., Floyd, S. W., Laamanen, T., Mantere, S., Vaara, E., & Whittington, R. (2018). Strategy processes and practices: Dialogues and intersections. Strategic Management
(39), 531-5. doi:DOI: 10.1002/smj.2741 [3] Burke, W. (2011). A perspective on the field of organization development and change. The Journal of Applied Behavioral Science, 47(2), 143-167.
[4] Charmaz, K. (2006). Constructing Grounded theory: A practical guide through qualitative analysis. Sage.
[5] Clandinin, J., & Connelly, M. (Narrative Inquiry: Experience and story in qualitative research). San Francisco: Simon & Schuster.
[6] Colarelli, S. (2013). Book Reviews. Personnel Psychology, 785-789.
[7] Connelly, J., & Clandin, M. (2000). Narrative Inquiry; Experience and story in qualitative research. NY: Simon & Schuster.
[8] European Bank for Reconstruction and Development. (2017). Corporate Governance in Transition Economies: Kosovo Report. Prishtina: Corporate Governance in Transition Economies: Kosovo Report.
[8] Hickman, G. (2010). Leading Change in Multiple Contexts. Thousan Oaks: SAGE.
[9] Hughes, J., & McDonagh, J. (2017). In defence of the case study methodology for research into strategy practice. Irish Journal of Management, 36(2), 129-145. doi:10.1515/ijm-2017- 0013
[10] Jansson, N. (2013). Organizational Change as Practice: A Critical Analysis. Journal of Change Management, 26(6), 1003-1019.
[11] Jarzabkowski, P., Balogun, J., & Seidl, d. (2007). Strategizing: The challenges of a practice perspective. 60(1), 5-27.
[12] Jenkins, R. (2008). Social Identity. Oxon: Routledge.
[13] Jick, T. (1991). Note: Implementing Change. Harvard Business School Press, Boston.
[14] Johnson, G., Whittington, R., & Scholes, S. (2014). Exploring Corporate Strategy. Harlow: Financial Times Prentice Hall.
[15] Kanter, R. (1983). The change masters: innovation and entrepreneurship in the American Corporation.
[16] Kotter, J. (1996). Leading Change. Harvard Business School Pres, Boston, MA.
[17] Kotter, J. (2007). Leading Change: Why transformation efforts fail. Harvard Business Review, 1-20.
[18] Kotter, J., & Schlesinger, L. (2008). Choosing Strategies for Change. Harvard Business Review.
[19] Mento, A., Jones, R., & Dirndorefer, W. (2002). A change management process: Grounded in both theory and practice. Journal of Change Management, 3(1), 45-59. doi:10.1080/714042520
[20] Pettigrew, A., Brignall, T., Harvey, J., & Webb, D. (1999). The determinants of organizational performance. University of Warwick.
[21] Pettigrew, A., Ferlie, E., & Mckee, L. (1992). Shaping Strategic Change-The case of he NHS in the 1980s. Public Money & Management, 12(3), 27-31.
[22] Quinn, J. (1980). Managing Strategic Change. Sloan Management Review, 21(4), 320.
[23] Seeger, M., Sellnow, T., & Ulmer, R. (1998). Communication, Organization and Crisis. Communication Yearbook, 21, 2371-275.
[24] Strauss, A., & Corbin, J. (1998). Basics of qualitative research: Procedures and techniques for developing grounded theory. CA: SAGE.
[25] Ulrik, K. (2012). The anthropology of nepotism; Social distance and reciprocity in organizations in developing countries. International Journal of Cross Cultural Management, 12(2), 247-265.
[26] Van De Ven, A., & Poole, S. (1995). Explaining Development and Change in Organizations. Academy of Management Review, 20(3), 510-540.
[27] Wenger, E. (1999). Communities of practice: Learning, meaning, and identity. Cambridge University Press.
[28] Whittington, R. (1996). Strategy as Practice. Long Range Planning, 29(5), 731-735.
[29] Whittington, R. (2004). Strategy after modernism: Recovering practice. European Management Review, 1-4. doi: 10.1057/palgrave.emr.1500006
[30] Yin, R. K. (2003). Case Study Research: Design and Methods (Third Edition ed.). London: Sage Publication.

Share this

Association of Economists and Managers of the Balkans – UdEkoM Balkan
179 Ustanicka St, 11000 Belgrade, Serbia


Udekom Balkans is a dynamic non-governmental and non-profit organization, established in 2014 with a mission to foster the growth of scientific knowledge within the Balkan region and beyond. Our primary objectives include advancing the fields of management and economics, as well as providing educational resources to our members and the wider public.

Who We Are: Our members include esteemed university professors from various scientific disciplines, postgraduate students, and experts from ministries, public administrations, private and public enterprises, multinational corporations, associations, and similar organizations.

Building Bridges Together: Over the course of nine years since our establishment, the Association of Economists and Managers of the Balkans has established impactful partnerships with more than 1,000 diverse institutions across the Balkan region and worldwide.

EMAN conference publications are licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.