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Nonlinear change represents the latest in a series of change concepts that reflect a change in the complexion of organisational change itself. Nonlinear change theory provides an alternative and potentially useful framework from within which to view seemingly dramatic corporate failures. To test its utility value, an attempt is made to fit the sequence of primary events preceding the demise of Saambou Bank, to a nonlinear change framework. This application of the theory suggests that some valuedoi:10.4102/sajems.v9i2.1143 fatcat:i3gthdwuibcyrpraau5d2crwyq