Abstract
Prior research suggests that change is more effective when organizations reconcile and integrate top-down and bottom-up approaches. However, there is limited understanding of how organizations can combine these approaches when implementing change. This paper addresses this gap by examining a case study of integrative approaches to change management in a French consulting firm. Drawing on 32 interviews, over 500 hours of participant observation, and archival documents, the paper develops a model for integrating top-down and bottom-up change. The findings reveal that with appropriate actions and strategies, organizations can potentially reconcile top-down and bottom-up change to generate positive reactions and engagement. These include support from top management and managers, empowerment, inclusive change strategies, and selective alliance-building. The paper also highlights the importance of change agents in orchestrating the dynamics of change implementation and calls for further research examining the impact of change on employees in a cross-border work setting.