Organizational diagnostics: integrating qualitative and quantitative methodology

In the present study, the challenge to apply theory in the practice of organizational change management is addressed in the context of a field setting. The research explains the process of conducting an organizational diagnosis reflecting current practices of using theory‐based assessment models; demonstrates the benefits of collecting and analyzing quantitative and qualitative data in organizational diagnosis; and discusses the results of the organizational diagnostic process that highlight organizational problems encountered during change. Directions for future research are discussed. Implications to readiness and resistance to change are offered.