The management of organizational change is of the most critical and challenging responsibility of managers, especially when the change is emergent rather than planned. Brown and Osborne (2012, p.6) defined emergent change as an unpredictable and unplanned change that occurs in an organization; therefore, the company has no control over it. The success of an organization in handling such changes depends on the managers in their special roles as change agents. Therefore, it is necessary to explore the issues surrounding strategic change, resistance to change, and employee involvement. This paper provides crucial insights regarding the issues surrounding strategic change, resistance to change, and the involvement of employees in change.