Abstract
Organisational change continues to be a key management challenge, intensified by AI, hybrid work, and rapid change acceleration. While existing research acknowledges agency in organisational change, it predominantly focuses on top-down leadership or frames agency as resistance from change recipients. This narrow perspective overlooks the full spectrum of agency, including dispersed and positive forms of agency (Balogun & Johnson, 2005; Hasbi, 2024; Delbridge et al., 2013).
This gap limits understanding of how leaders can effectively engage with diverse agentic responses or harness positive agency to facilitate change. Addressing this, the study systematically reviews literature on agency in organisational change (2000-2025), proposing a conceptual model that broadens the understanding of agency in organisational change contexts.